1) Friendly: Sometimes the client wants to ‘befriend you’ in an effort to make it a true partnership team. Always remember that they are the client, and that part of their job is to evaluate the program–and that means you, too.
2) Micro-manager: This personality may try calling all the shots to a very low level of detail. Managing this type takes a great deal of time and effort; often you can alleviate this–to an extent–by asking for guidance with leading questions that are of a more operational or strategic level to move their focus back to their oversight, rather than helping you locate the ‘right’ venues and seating charts.
3) Less experienced: If they know they are less experienced, it can push them to feel that they ‘have’ to be involved at a more detailed level to prove their position. A better situation is when they realize they are less experienced and they take you on as an adviser under the motive of being a partnership. In either case, to aid the situation, find opportunities to demonstrate that you are working to make them be seen as successful.
4) Subcontractor: Managing your client when they want to manage your subcontractors directly can also be a more difficult issue. Work with them to understand that contractually it’s important that you be seen as managing them. Make it clear, however, that you welcome discussions about how successful the sub is being or in areas that they could improve, as the client is responsible for understanding the whole team’s efforts, even if we (the prime) are contractually responsible for our sub’s performance.
