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10 war stories you (probably)
won’t see on Slideshare



             Eric Reiss
            IA Summit
           April 9, 2010
           Phoenix, AZ
1 slot
10 stories
20 slides
30 suggestions
40 minutes
Caveat
 Tweet and blog with discretion
 Highlight the the generic lessons,
 not the gory details
 Don’t betray my confidence
 (I have the memory of an elephant)
“What shade of lipstick can you put on our pig?”

        What to do when the client doesn’t care
           (a story from the public sector)
Nota bene
 Do something quick and easy that makes your
 client look good
 (show that positive change is not impossible)
 Seek a true champion within the organization
 If you’re going to prostitute yourself, make sure
 the money is really, really good
“Would you consider a no cure, no pay agreement?”

         How to get screwed in one easy lesson
           (a story from the airline industry)
Nota bene
 Don’t let your enthusiasm get the better of you
 Always maintain control of the “cure”
 (and make sure the “cure” is well-defined)
 Ensure you establish your rights to the “cure” if
 the client gives your work to someone else for
 execution
 (and be prepared to sue)
“Who called this stupid meeting?”
     “Who are you guys?”
      “Why am I here?”
    How to avoid meetings from hell
    (a story from the financial sector)
Nota bene
 Write out a clear agenda and make sure
 everyone gets it prior to the meeting
 (hold the client-side organizer hostage)
 List your expected outcomes / decisions
 Provide short background documents if
 necessary
“But social media is free…”

The truth behind social-media marketing
           (a story about B2B)
Nota bene
 Don’t be greedy and accept a project unless
 proper internal resources have been allocated
 Understand that social media are not marketing
 tools, they are communications devices
 Focus on communications goals, not projects
 (and don’t be seduced by false metrics)
“BTW, I’m no longer in charge of this project…”

     What to do when the key decision-maker leaves
      the team a week before the contract is signed
             (a story from the private sector)
Nota bene
 Make sure the new person knows that you
 know they are calling the shots
 (Don’t threaten, be supportive)
 Find out what the new person has in terms of
 personal goals and hidden agendas
 (and find out why the other guy left/got fired)
 Avoid talking about legacy decisions
 (even when the new leader is clearly looking for
 a scapegoat)
“Oh, the contract is just a formality…”

What to watch out for when dealing with bureaucrats
        (a story about charities and NGOs)
Nota bene
 A contract is always a contract
 Cover Your Ass.
 Get something in writing from the client (an e-
 mail, for example) that shows they understand
 the true backstory and are gaming their system
 Be wary of contracts that appear after you’ve
 started the work
“We want the best damned site in our industry.
        Can we have it Thursday?”
        How to give clues to clueless clients
                (a story about B2B)
Nota bene
 Try and put the project into a familiar perspective
 (e.g. print: compare preparation needs and
 budgets with those for their annual report)
 Show how a proper development process works
 (e.g. www.fatdux.com/how/our-process)
 See if there is a link to an internal process
 (e.g. LEAN – muda, muri, mura)
 muda = elimination of fluctuation (e.g. quality)
 muri = eliminating unreasonable work (planning)
 mura = reactive elimination of causes
“You didn’t deliver what you promised…”

       How to avoid “deliverables creep”
        (a story from the private sector)
Nota bene
 Don’t be vague just to get the contract.
 Vague proposal language will return to
 bite you in the ass.
 Make sure you specify your deliverables – and
 that the client understands exactly what you
 mean (not everyone has the same definition of
 stuff, e.g. wireframes)
 Always be prepared to give more than you
 planned on giving.
“My wife says links should be blue…”

    What to do when the CEO pulls rank
     (a story from the industrial sector)
Nota bene
 Pick your fights with care. Don’t waste time
 discussing the home page if you can win on stuff
 like better forms design.
 In a battle with the CEO’s wife, statistics will lose
 Get the CEO to choose between his personal
 business success and his wife
 (“You might become more profitable if you…”)
“But your proposal doesn’t contain all the stuff
         we want but didn’t ask for.”
          How to read between blurry lines
          (a story from the private sector)
Nota bene
 Find out how you got on the short list
 (probably because you are qualified)
 Don’t spend too much time proving your
 qualifications. Instead, show that you can think
 outside whatever box you’ve been given.
 Show folks success, not just process
 (People don’t want a drill, they want a hole.)
10 war stories about selling creative services
You can (usually) find Eric at:
The FatDUX Group ApS
Strandøre 15
DK-2100 Copenhagen
Denmark
www.fatdux.com

Office: (+45) 39 29 67 77
Mobil: (+45) 20 12 88 44
er@fatdux.com
skype: ericreiss
twitter: @elreiss

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10 war stories about selling creative services

  • 1. 10 war stories you (probably) won’t see on Slideshare Eric Reiss IA Summit April 9, 2010 Phoenix, AZ
  • 2. 1 slot 10 stories 20 slides 30 suggestions 40 minutes
  • 3. Caveat Tweet and blog with discretion Highlight the the generic lessons, not the gory details Don’t betray my confidence (I have the memory of an elephant)
  • 4. “What shade of lipstick can you put on our pig?” What to do when the client doesn’t care (a story from the public sector)
  • 5. Nota bene Do something quick and easy that makes your client look good (show that positive change is not impossible) Seek a true champion within the organization If you’re going to prostitute yourself, make sure the money is really, really good
  • 6. “Would you consider a no cure, no pay agreement?” How to get screwed in one easy lesson (a story from the airline industry)
  • 7. Nota bene Don’t let your enthusiasm get the better of you Always maintain control of the “cure” (and make sure the “cure” is well-defined) Ensure you establish your rights to the “cure” if the client gives your work to someone else for execution (and be prepared to sue)
  • 8. “Who called this stupid meeting?” “Who are you guys?” “Why am I here?” How to avoid meetings from hell (a story from the financial sector)
  • 9. Nota bene Write out a clear agenda and make sure everyone gets it prior to the meeting (hold the client-side organizer hostage) List your expected outcomes / decisions Provide short background documents if necessary
  • 10. “But social media is free…” The truth behind social-media marketing (a story about B2B)
  • 11. Nota bene Don’t be greedy and accept a project unless proper internal resources have been allocated Understand that social media are not marketing tools, they are communications devices Focus on communications goals, not projects (and don’t be seduced by false metrics)
  • 12. “BTW, I’m no longer in charge of this project…” What to do when the key decision-maker leaves the team a week before the contract is signed (a story from the private sector)
  • 13. Nota bene Make sure the new person knows that you know they are calling the shots (Don’t threaten, be supportive) Find out what the new person has in terms of personal goals and hidden agendas (and find out why the other guy left/got fired) Avoid talking about legacy decisions (even when the new leader is clearly looking for a scapegoat)
  • 14. “Oh, the contract is just a formality…” What to watch out for when dealing with bureaucrats (a story about charities and NGOs)
  • 15. Nota bene A contract is always a contract Cover Your Ass. Get something in writing from the client (an e- mail, for example) that shows they understand the true backstory and are gaming their system Be wary of contracts that appear after you’ve started the work
  • 16. “We want the best damned site in our industry. Can we have it Thursday?” How to give clues to clueless clients (a story about B2B)
  • 17. Nota bene Try and put the project into a familiar perspective (e.g. print: compare preparation needs and budgets with those for their annual report) Show how a proper development process works (e.g. www.fatdux.com/how/our-process) See if there is a link to an internal process (e.g. LEAN – muda, muri, mura) muda = elimination of fluctuation (e.g. quality) muri = eliminating unreasonable work (planning) mura = reactive elimination of causes
  • 18. “You didn’t deliver what you promised…” How to avoid “deliverables creep” (a story from the private sector)
  • 19. Nota bene Don’t be vague just to get the contract. Vague proposal language will return to bite you in the ass. Make sure you specify your deliverables – and that the client understands exactly what you mean (not everyone has the same definition of stuff, e.g. wireframes) Always be prepared to give more than you planned on giving.
  • 20. “My wife says links should be blue…” What to do when the CEO pulls rank (a story from the industrial sector)
  • 21. Nota bene Pick your fights with care. Don’t waste time discussing the home page if you can win on stuff like better forms design. In a battle with the CEO’s wife, statistics will lose Get the CEO to choose between his personal business success and his wife (“You might become more profitable if you…”)
  • 22. “But your proposal doesn’t contain all the stuff we want but didn’t ask for.” How to read between blurry lines (a story from the private sector)
  • 23. Nota bene Find out how you got on the short list (probably because you are qualified) Don’t spend too much time proving your qualifications. Instead, show that you can think outside whatever box you’ve been given. Show folks success, not just process (People don’t want a drill, they want a hole.)
  • 25. You can (usually) find Eric at: The FatDUX Group ApS Strandøre 15 DK-2100 Copenhagen Denmark www.fatdux.com Office: (+45) 39 29 67 77 Mobil: (+45) 20 12 88 44 er@fatdux.com skype: ericreiss twitter: @elreiss