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07 (159-172) chapter 7 1/29/02 4:51 PM Page 171

Managing Your Client 171

not suggest that you should abandon all basic profitability con-
siderations, but it does suggest thinking of others first as you make
daily decisions. As Jeff described above, give your clients more
credit and give them opportunities to succeed—with you.

IMPLEMENTATION GUIDANCE
The tricky part in this section is not the goal of client involvement
but the specifics of where to include the client in the process—or,
perhaps more aptly, where to exclude him. For this we have two
suggestions.
First, pluck some low-hanging fruit with a pilot program. Pick
a particular product or division with a single meaningful client and
identify areas where the client can safely become involved in the
efforts designed to meet that particular client’s needs. Once you
have gained some momentum you can broaden the effort through-
out the organization. Second, control the process. Some clients
may take the proverbial inch and turn it into a mile. Be very clear
about the scope of the involvement—that includes goals, timing,
and exact expectations.

EXERCISES
• Benchmark client involvement activity. Pick an industry
different from your own. Identify the extent of client
involvement in the delivery portion of this industry. Where
are the opportunities for involvement and how many com-
panies are actively utilizing clients as described in this
chapter? How would you increase the involvement if you
were in that industry?