Why Conversations Are The Best Way To Provide Value To Your Clients
Reading time ~7 minutes
Imagine you’re sick and bed-ridden. It’s the worst time of the year for you to take time off, as the office is really busy and you’re trying to get your projects’ tender packages out the door before everybody goes away on vacation in a few weeks. You feel like crap, but you manage to drag yourself out of bed to see a doctor. You think you have the flu, owing to the symptoms you’ve experienced in the past, which are very similar to what you’re living through right now. You also know that there are a myriad of potentially fatally infectious diseases that produce the same symptoms and therefore defer to a doctor instead of trying to self-diagnose. You enter your doctor’s office and tell him “I think I have the flu” and he proceeds to write down a prescription without further examination.
Flabbergasted, you storm out and go to another doctor, the trust you have in this professional being forever and irreparably destroyed. You take your medical file with you, vowing to never return.
Why we tolerate behaviours in our industry that other professions ban outright
I’m having trouble imagining a professional occupation where the idea of prescribing a solution to a problem without a proper diagnosis is thought of as a good idea. Indeed, you would never expect your physician to prescribe any kind of treatment without a thorough diagnosis of the symptoms. The same goes of your lawyer, plumber, accountant and pretty much any profession whose job is to provide you with a customized solution to your problems. A problem that you’re sometimes not even aware you have.
How do these professionals diagnose your problems? They ask questions and listen intently and carefully to the answers you give them. Given what they’re told, the gathered information is then filtered through the lens of their expertise and can slowly but surely come to a solution to your problem. Sometimes, the solution is pretty evident and easy to find, sometimes it requires further investigation. These people are paid well, because their years of expertise and experience makes them very valuable. If you were to try and come up with a solution by yourself, you wouldn’t know where to start and it would likely take a long time to do so.
Yet, in creative professions, somehow, that logic flies out the window and our clients routinely think that creative people have an instant creative answer to every problem, as if creativity was an innate ability that was gifted to some and not others. This couldn’t be further from the truth. Everyone is creative, to a different degree and in different areas (the subject of an upcoming podcast). Creative professionals are merely likely to be more so than others, or even just better at being consistently creative.
As noted in my recent piece on procurement, asking service providers to do a whole bunch of work, sometimes covertly, in order to get “free” ideas from them is disingenuous, morally questionable and should be publicly denounced. What these procurement people are essentially asking us to do is to skip the diagnosis part and jump right to conclusions, which is counter productive and can be downright dangerous.
Instead, there is a much less time-consuming and costly way to go about finding the right clients, that allows for both parties to determine if they’re mutually a good fit and not waste a ton of resources answering to useless RFPs, that you are very unlikely to win. Since we can’t count on the fact that procurement people will magically change their minds and start acting like ideal clients, it is up to us to take control of the process by changing our own behaviour in a way that will elicit the right ones from our clients.
A very simple alternative
What’s the alternative you ask? Well, it is actually quite simple and perhaps even deceptively so. I’ve found (and I’m not the only one) that starting client relationships with conversations is a lot more productive way to effectively help clients solve the problems they actively need to solve. Often, people I talk to will want to hire external help to put together a social media strategy, when in reality it’s the entire positioning of the firm that needs to be re-thought. Time and time again, I encounter people who want to treat their symptoms when in reality a proper diagnosis would help reveal the cause of the problems, the symptoms either eventually taking care of themselves or being a much lower priority, will be treated down the road.
Conversations, in this context, make room for the clients to freely speak about what ails them and 99.9% of them reveal the cause of the problem in short order. All it takes is a few very pointed questions and the ability to actively listen to what your potential clients tell you. It’s the business equivalent of listening to your chatty friend talk about one of their problems out loud and coming up with their own solution as they talk themselves through it, while you’ve been listening silently, nodding occasionally and asking very occasional pertinent and pointed questions. I’ve been that chatty friend at times and it’s a very empowering position to be in. That’s the kind of trusting space we want to create for our clients.
In order to accomplish this, one has to give up the commodity mindset, thinking that they’re competing against a myriad other providers that are perceived as equivalent in skills and expertise. It requires a strong, specialist positioning, whereby positioning yourself as the top dog in a narrow niche, you increase your chances of being found by your ideal prospects and clients, because you actively work at deepening your expertise in that area. On the other side of the coin, it also requires to ditch the scarcity mindset by clinging to potential clients that are poor fits, just because you are afraid that they might walk away and feel like you need their dollars.
Every prospect should be treated as if we did not need them and have zero expectation of getting them as clients. By going into any meeting telling yourself “I don’t need this client”, you will slowly build your resilience muscle and be able to treat each prospect with professional detachment in service of a greater purpose, which sole focus is to accomplish great things for your clients and yourself. You will also create an atmosphere where clients sense that detachment and as a result will be much more willing to play the game by your rules, because there is no understanding on their part that you want this more than they do.
Ultimately, we can take one of two stances on the matter: 1. We keep bitching and moaning about the unfairness of the current state of affairs and always be mistreated by disingenuous clients who want to take advantage of us at every turn. 2. We can take charge of our destiny and change our behaviour with regards to our potential clients.
I see it time and time again. When I find a prospect who’s willing to make room for play and let me lead the conversation, It can lead to very fruitful and productive engagements in no time, where their business is significantly and deeply transformed because they were willing to take on another perspective on their seemingly intractable problems. Not every client is capable of being a good client and by changing your behaviour, you are making it your mission to find such clients and build deep meaningful relationships with them that will affect them for years to come.
Commodity providers do not effect deep and meaningful change, they patch a band-aid on their clients’ problems and ensure that they have to keep coming back for more. While as a short-term financial strategy, this may make you very successful, in the long term it’s detrimental to your client and your business, because you’re not meaningfully solving their problems, but basically providing a short-term fix. Ultimately, you want to do such a good job that you make yourself redundant. A small, short-term sacrifice for huge long term gains.
It’s up to you to control your destiny.
Arnaud Marthouret is the founder of rvltr and leads their strategy, visual communications and media efforts. He has helped numerous architects and interior designers promote themselves in their best light - pun intended - in order to help them run more effective practices and grow in a meaningful way.
If you have questions about this article or rvltr, or want to chat about your strategy and communications, you can leave a comment, share with a friend, or reach him at arnaud{at}rvltr.studio.
A vision for the future of architecture?
~ 4 minutes read
In the countless business-oriented books that one can find, there is a trend in recent years of books discussing the core of a successful enterprise. Heavily rooted in empathy, sometimes explicitly, sometimes not, it makes empathetic interpersonal relationships the center of attention. Heck, Entire businesses are created around developing empathy-based company cultures and leadership.
There are many stories of business leaders and creatives who created businesses (and failed many, many times while doing it) that were centered on providing satisfaction to their stakeholders in one form of another. There are books focused on teaching us to be better listeners, claiming that in this culture of telling, listening is a rare skill that can lead to great outcomes when wielded properly.
Over the last few years, while continuously educating myself on the matter, in order to understand empathy better and more importantly, why it has become such an integral part of the business thinking zeitgeist, I integrated some of these lessons in my own work. This led to developing services helping architects to develop better cultures and communication strategies.
What is empathy anyway? The dictionary definition is as follows:
“The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner.”
It’s when someone tells you the details of a creepy story and you get the heebie-jeebies because you can picture yourself in that predicament. It’s when you become sad because your friend lost a loved one and you remember your own similar experience from a few years ago. It’s when someone tells you about skydiving out a flying plane and you get a rush of adrenaline just imagining what it would feel like.
You may say “OK empathy is great, but what’s your point?” Empathy is important because by gaining a deeper understanding of another’s circumstances helps us understand any given situation better. Combined with the outsider’s perspective, we are now equipped to help others overcome seemingly intractable problems, by having the ability to look past the blinders, yet understand their position at the same time, in other words effectively putting ourselves in their proverbial shoes.
The epiphany
On this journey to learn more about empathy and relationships, I slowly came to the conclusion that the architecture and design industry was in dire need of such help. In the course of my work, I get to interact with many architects and designers and invariably end up looking at their communications and marketing at one point or another. What became painfully evident to me is that there is a trend in the industry for incredibly uniform communications. In other words, architects, by and large, all convey the same message. You can go to any of their websites and you’ll find very similar descriptions of their companies, culture and work.
This lack of distinction in the way firms communicate leads to a general perception that architects are a commodity and therefore interchangeable. While this is also true in many other industries and conversely, one can find designers out there who stand out and buck the trend, the architecture industry is incredibly uniform in that sense. I believe that this is due to a couple of reasons:
Architecture schools don’t teach critical business skills: Marketing, communications, business management, sales and HR among others are painfully absent from architecture curriculums, or an afterthought at best. The heavy emphasis on design and technical knowledge creates amazing designers but largely ill-equipped business leaders.
Architects are generalists: Architects are trained to be generalists and often try to do everything. I think the future of the business lies in hyper-specialization. Instead of competing with a virtually infinite numbers of generalist firms, there is value in picking a niche and becoming the best at that very thing, competing with few or better yet, no firms at all. It may seem scary and limiting, but is in reality liberating because it cuts out a bunch of distracting activities and focuses a firm on one, narrow area of expertise.
Equipped with that knowledge and seeing the opportunity to change the way architects communicate in order to change the public’s perception of the value of architecture (#architecturematters) we are helping clients develop their culture, visual communications and marketing strategy.
Stay tuned for next week’s follow-up article on how we went about doing this.
What do you think stands to be improved in the architectural field?