Do you ever find yourself talking at cross purposes with a client, resulting in bemusement, confusion or frustration? I met with a team recently to explore their work with others. I noticed how they would sometimes describe themselves as a ‘service function’, a title that implied and created a specific type of role and relationship in their own minds as well as in the minds of others.
As we explored the nature of their work in more depth, it became clear that they aspired to relate to clients as business partners, not simply as service providers. In fact, they already relate to clients in a number of different modes but they hadn’t yet stopped to reflect on and articulate this clearly. As they moved between modes implicitly rather than explicitly, it risked confusion.
We separated the modes into a conceptual map, drawing this on a flipchart with ‘quality and accountability’ as an overall goal. Sometimes they operated as consultants, helping others to think through, understand and do things well for themselves. Sometimes they operated as co-leaders, running joint initiatives, events, projects or processes in collaboration with others.
Sometimes they operated as service providers, providing information, advice or services or doing specific tasks on behalf of others. Sometimes they operated in governance mode, ensuring that clients are aware of and adhere to legal, policy and agreed good practice. The trick as a business partner is to navigate between modes according contextual opportunities and demands.
It’s one thing to feel clear about your own role and chosen mode in a particular situation yet important, too, to ensure the client is also clear. One way to do this is to pose a simple question: ‘This is how I see my role and your role in this situation. Is that how you see it?’ Posing the question in this way opens the possibility for discussion, clarification and negotiation.