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Client Liaison & Managing Expectations - Malcolm Pounder


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The challenges of managing client expectations, delivery and project management.

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Client Liaison & Managing Expectations - Malcolm Pounder

  1. 1. Client Liaison & Managing Expectations Malcolm Pounder Air Quality Consultant - WSP
  2. 2. 2 Malcolm Pounder Air Quality Consultant - WSP • Employed by WSP since August 2016. • Previously employed by Wardell Armstrong and WYG. • Over 3 years’ experience within Air Quality. • Experience focussed on impact assessments prepared for mainly residential and commercial schemes involving dispersion modelling and monitoring of various pollutants.
  3. 3. 3 Client Liaison Client Liaison is a crucial aspect of any project from the initial inception discussions through the entire lifecycle of the project until the delivery of your final assessment. For you, Air Quality maybe a top priority, but not for the client, who also has to take the time (and expense to respond) when they may have other disciplines and commitments which they would deem to be more important.
  4. 4. 4 Client Liaison Getting it Right When you are faced with a project that is going south and seems to be on the verge of disaster…in many cases it is not a clash of personalities or competing priorities that is to blame, but communication difficulties.
  5. 5. Client Liaison Keeping things Smooth 5  Keep your client informed of progress.  Keep a checklist of where your up to on progressing each project and what tasks you have ahead.
  6. 6. Managing Expectations 6  Managing your clients expectations is a critical skill in delivering good quality work, which you, your company and more crucially your clients are happy with.  Your client’s expectations take two forms: — Formal — Implicit
  7. 7. Managing Expectations What does my Client Expect? The formal level of service a client would expect from your services are outlined in the fee proposal and the Terms and Conditions under which you are operating. However, the client may also hold implicit expectations which can be based on any number of things such as: • Your client’s culture, organisation and standards • Our industry standards • Your personal reputation • Your consulting firms reputation • Articulation of what is expected
  8. 8. Managing Expectations Understanding Implicit Expectations 8 Put yourself in your client’s shoes – what do you expect when depending on someone else’s services: • Active listening • Communication • Empathy • Feedback • Follow-through • Honesty • Professionalism • Respect
  9. 9. It is important to be ‘frank’ with your clients in regard to their expectations of you, and what is realistically achievable and what is not, by you and your firm. 9 Managing Expectations Setting Limits
  10. 10. 10 Managing Expectations Setting Limits Don’t promise what you cannot deliver! It is very common for Air Quality consultants to be put under pressure to deliver assessments in tight to unrealistic timescales. Be honest with the client about what is and is not achievable.
  11. 11. Summary 11 Client Liaison and Managing Expectations is a crucial part of our role as air quality consultants. It does not matter how good we are at undertaking air quality assessments, if we are unable to build and maintain good relationships with our clients, as this might result in the inability of retaining them.
  12. 12. Thank you! Any Questions?