Today I bought two sofas from Ebay – I haven’t seen them in the flesh (so to speak) – I have photos and dimensions and I’m trusting they’ll be fine. They look like that kind of sumptuous lovely squashy sofa that you might find in a hotel foyer – and I live in a falling down cottage with tiny rooms. My greatest fear is that once the sofas are in the living room, we’ll only be able to admire them from the doorway, as there won’t be space for a single family member to squeeze in with them.
Customers – or jobs – can be like sofas (bear with me). Days of hunting finally brings home the big one and you are thrilled. It’s exciting to discuss the new acquisition, plan exactly what you are going to do, impress competitors with the very size of the prize and possibly name-drop like mad. Then reality bites when you realise that for a number of reasons, the customer/job is actually wrong for you and instead of landing an animal that you can live on comfortably, you’ve actually killed an elephant that you have to eat before it goes bad. (Plenty of metaphor-mixing this week then). The weeks turn into months and you find that all your resources have been consumed, the project is over-running and what looked like a great budget is actually dwindling away to nothing.
I’ve had experience of this and I suspect a few of you will also have – it’s a nightmare. But I’ve also experienced successfully working for some of the biggest corporates – and also some of the smallest micro-businesses – where they have grasped exactly what they are – and aren’t – buying, they understand that if they need extra work doing it will cost more and that everyone’s time equals money. It comes down to the terms and conditions of the contract, and many is the time I’ve been glad that I can point to something in writing that proves what’s covered and what’s not.
But from time to time you have to face the fact that you aren’t always a good fit with some of your customers and you decide to part company. The first time this happened to me, I thought of it as a huge fail and kept wondering what I could have done differently. Actually though, it can be hugely liberating – why keep clients who take 6 months to pay you. I’ve also come to trust my gut instinct about people and accept that if I get a bad feeling about them or the project, it saves a lot of grief to either turn it down or be completely honest from the start as to their expectations versus yours.
I well remember the horror of finally agreeing (against my will) to do a cut-price, bargain-basement job for a client who, at the next meeting, unveiled ten sheets of hand-drawn A1 diagrams and asked to share his ‘vision’ with me…. I had to tell him that what he thought he was buying was not what I was selling him (and yes, he had had a written contract from us which he had ‘agreed’ to and later said he hadn’t read). I explained that, at the budget he had available, he would inevitably be disappointed with the results as his ‘vision’ was rather large and our quote was for an off-the-peg solution – he listened carefully and we parted on good terms which was a lot better than taking the job on and later regretting it. I think that’s one of those lessons that only experience can properly teach.
I shall be collecting my sofas next week and we will see whether they can get through the front door – I’ll let you know.