Archdaily posted a cute graphic about some of the typical problem clients an architect (or really any design-based field) may run into. (Originally posted here on Digital Synopsis.)
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| A Field Guide to the Wonderful World of Clients, part I |
These are the hazards of working for people. Relationships between architects and clients can get very intimate, particularly in residential construction. A "marriage" of this kind requires a lot of effort to maintain. Unlike a marriage (one hopes!), there's usually an end-date in sight for any given job - knowing that the project will at some point END and you can move on with your life can be a beacon of hope in the midst of a rocky project relationship.
The reality of practicing architecture is that a great deal of business comes from repeat clients. And usually it is expected for a firm to put forth at least the same effort into retaining clients as it does for adding new clients. Word-of-mouth from past clients can bring new business into the door - or prevent it from ever crossing the threshold. There are entire libraries of management strategies and communication strategies and coping strategies for working on a project in a strained relationship.
But sometimes the relationship goes from strained to so intolerable that the working relationship needs to be severed. Like a divorce, this is not a decision to be made lightly. And if the architect is using AIA contracts, there are very few options available to the architect within the limitations of the contract. (Breach of contract is an option, but an absolute last resort.)
How do you prevent a client relationship from going so far south that you need to fire them? Well, sometimes it's just not possible. Let's hope that you have an AIA contract in place that at least protects your interests (and all the other parties on the design team!) if it should get that bad. But sometimes you can spot these client types in advance, and prepare your proposal and contract terms accordingly.
In my office, we often contract for conceptual services first before a client takes the plunge for full architectural services. This trial period is not just for the client to get to know the firm, it is equally a time for the firm to get to know the client. What are some of the key things to learn about a potential new client?
- Is there good rapport between this person and the people who will be staffing the project? If the client looks good on paper but drives your project manager crazy (or worse, if there is real animosity between client and staff), it's a bad fit and is unlikely to improve over time and under stress. Look for another team that has a better fit, or consider turning the work down. Personality clashes are not fixable, and will add unnecessary stress to a job (and sour your relationships with your staff). This goes for consultants and contractors, too - if your client throws other team members under the bus or speaks badly of them behind their backs, you can bet they're doing the same to you. It fractures teams and can pit people against one another.
- Has your client done a project like this before? This is key to managing expectations - does your client know to expect unforeseen delays in permitting and construction? Has your client worked out programming requirements in past projects and can give good feedback? Will they need a lot of guidance, and is that reflected in the contract terms?
- Can your client read drawings? This is a key question to answer as early as possible, because it will impact the kind of time and deliverables needed to get proper approvals. If your client can't read drawings, or his owner's rep wouldn't know a door hardware schedule from a shipping manifest, your contract had better include line items for the additional instruments of service and coordination time that would otherwise not be included.
- What drives your client to make decisions? I have a client that is convinced everyone is out to take advantage of him, and it shapes every interaction we have. Some clients are completely driven by schedule - a retail tenant fit-out, for example, needs to be ready on time (and on budget!) and decisions will be shaped by that driver. Some clients want to find the Platonic Ideal of something they're really interested in, and this will slow the schedule down and can create future change orders when the client finds the new and improved model. Some clients are committees that need to solicit feedback from other entities, and will need a lot of time to make firm decisions.
I've also heard of methods intended to discourage potential problem clients - a firm could charge a "couples penalty" as an additional fee in anticipation of disagreements and delays in decision-making. Or a firm could provide a "menu" of services for clients who can't read drawings to make it clear up front what each of these services are worth - you need full-color, photorealistic renderings? They cost $5X a pop. If you just need a black and white model snapshot, that costs $X.
Soliciting opinions from colleagues in the field can also be helpful. If you work frequently with an consultant who has done work with a client you're considering, and they warn you off - trust them! That sort of recommendation (or condemnation) should weigh heavily into your decision-making.
Finally, be prepared to learn from your experiences. Perhaps in spite of all your precautions you get stuck in a tough situation with a client. This is still a project with an end-date, and maybe you can grit your teeth and slog through it. And once you're through it, you don't ever have to work with these people again! That cheery thought has gotten me through more times than I care to mention. Just gently turn aside inquiries with "We're not able to give your new project the time and attention it will need - best of luck!"
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