Customer Relationships - avoiding Mission Creep
Morning all.
The issue of 'mission creep' comes up regularly with my coaching clients. Mission Creep is when you start off agreeing to one thing, then other 'bits' get added in until the scope of the project has got entirely out of hand, and bears no resemblance to your original agreement; wiping out your profit and harming relationships.
I realised earlier this week that this was about to happen with a (lovely but extremely busy) client. Context: The original visit was a gift consultation from her sister, and I also did a 'quick sketch' - a very rough concept sketch designed to give an idea of the potential within the garden.
She has now asked me to develop the design, and this is the danger point - unless we both take a step back at this point and make a proper agreement, this could end up with me doing a bit more work, and a bit more....etc.
The below is the email I sent, which (I believe) professionally and politely puts us on a proper footing, lets everyone know where we are, and paves the way for an good working relationship.
"Dear [client’s name]
I think I've understood the feedback on the design - but you're right - it's probably best to get together and have a proper chat about it.
Firstly, I want to make sure I've understood your requirements - i.e. exactly what you need from me in terms of design services. I've listed below what I understand these to be, and once you're happy I'll prepare the quote and the paperwork.
- [list of design tasks - removed to protect the client’s privacy]
I'm assuming you don't need me to draw up construction plans for [other elements she already has in hand].
I have availability in the next couple of weeks, and would be happy to prioritise this project as we have already made a start, and bearing in mind your urgent need!"
Let me know if you would have handled this in the same way, or if this helps you solve any tricky situations. I've posted this as a mini-blog - part of an occasional series on managing customer relationships.
