Contributions by Greg Hoy
Every client/vendor relationship is based on a set of expectations, whether they're stated or not. A lot can go unsaid or unspecified for any project, large and small. Not being specific can lead to disagreements, quarrels, and high blood pressure. But, it doesn't have to be this way. Greg Hoy says that while due diligence is important, being vague is a must. Yes, you read that right.
If you work in any kind of service industry you've undoubtedly come across the Request For Proposal, or “RFP.” The RFP process has become a standard by which organizations solicit competitive bids. It attempts to level the playing field and minimize bias by holding everyone to the same requirements, no special treatment, no rule bending. In return, the organization issuing the RFP is able to select a vendor by comparing apples to apples. Alas, in practice, RFPs are the least creative way to hire creative people. The rigidity of the process, and the lack of meaningful dialogue makes this little more than a game of roulette. How can we successfully navigate the heartburn-inducing RFP process? And what can we as an industry do to turn RFPs into the exception rather than the default means of hiring an agency?
A bad client relationship is like a bad marriage without the benefits. To avoid such relationships, or to fix the one you're in, learn the five classic signs of trouble. Recognizing the never-ending contract revisionist, the giant project team, the vanishing boss and other warning signs can help you run successful, angst-free projects.