Defining the Assignment
Because the relationship between and the client is oriented to the accomplishment of specific, highly defined goals and assignments, it is imperative to spell out the terms of the relationship in writing. Whether the document is formal or informal, it should include the precise tasks that are expected to be completed, estimated dates of completion for each stage of the project, and the economic terms that will apply. In hammering out an agreement of this kind, both and the client have the opportunity to clarify the terms of the relationship and negotiate any areas of it that are unclear. should consider it a cardinal rule to get the assignment clearly documented in this manner, since whenever the terms are not clear, the measurement of success will be equally unclear. This type of written agreement also saves both parties from having to clarify the terms in mid assignment.
If begins working with a client without this type of an agreement, he is putting himself at the client's mercy-especially when it comes to assessing the executive's actual accomplishments. This forces back into the type of dependent relationship he or she has struggled so hard to avoid.
The Letter of Agreement with the Client should include the following in a letter of agreement with a client:
- A clear definition of the scope of the assignment and the results both parties expect to attain.
- A time frame for accomplishing each specific task and an estimated completion date for the assignment.
- A format that will be used by both parties to formally evaluate the progress of the assignment. For example, one might include an agreement to meet with the client once every three months.
- The basis for compensation and all inclusive elements. The letter should specify whether compensation will be based on a flat fee for the project or on a perdiem rate for the time worked. In addition, the terms of any bonus arrangement for achieving specific results should be clearly spelled out. The letter should also state whether or not compensation includes a car, gas mileage, or other expenses.
- A clear definition of relationship with the organization's employees. It is essential that this be understood up front, as sometimes a portable executive will have the authority to make changes within the organization and implement them, while other times they may simply function as advisors. The executive also needs to know who she will be interacting with and what the basic rules governing those relationships are.
- In some assignments, is dealing with confidential and sensitive information? In appropriate circumstances, the agreement should include a confidentiality clause and provide for indemnification for to the same extent as for the client's full time employees.
- A final optional clause might address whether there will be a guaranteed time frame during which will be retained by the client. This may be important if will be devoting her time exclusively to one client, or is assigned, for instance, to sell a company or turn one around, where the length of time allotted can often be critical. It also allows planning ahead for her next assignment.
Delivering quality service to one's clients involves responsiveness, or the ability to offer quick turnaround time. While responsiveness does not mean you should render your services at the drop of a hat, it does mean that you need to be in constant communication with your client. What is important is that you communicate openly about where you are with regard to your client's assignment. Following are some general guidelines that should govern your communications with clients.
- Return your client's phone calls as soon as you possibly can. If you are going to be delayed in getting back to the client, be sure to let him or her know that you are unavailable for a good reason. In the age of cellular phones and faxes, there are few excuses for not returning a client's call in a timely manner, but your availability is far less important than your ability to communicate concern for the client's situation and to be sensitive to the client's needs.
- Do everything you can to meet the dates and schedules you have agreed upon with the client. While this can sometimes be a problem for the sole practitioner with many other demands on your time, part of your responsibility as a portable executive is to determine how much work you can handle during any given time period and still deliver optimum service to each client. Of course, everyone recognizes that there are occasions when deadlines cannot be met. If this happens, should always give the client as much warning as possible so that he can adjust for the needs of his organization. Must realize that delays in delivering services will affect others within the client's organization.
- You should also expect and demand timely client communications whenever the client is not able to meet his deadlines or give the you the support negotiated at the outset of the project. While this is harder to stay on top of, you must be in tune with the client's problems and perhaps find out when the client is unable to meet the schedule.
- You should be as quick to give bad news as you are to give good news. Also, you should not react too quickly to either bad news or good news until you're sure that the news is valid and that you understand its implications. There is always the temptation to say that something has been accomplished when it hasn't been, or to hesitate in communicating problems with a project. Just as you wouldn't expect the client to take on all of your problems, you should not attempt to take on all of the client's problems.
- Two critical components of your relationship with a client are reliability and self sufficiency-the client needs to be able to rely on your ability to hit the ground running, to understand the problem and how to address it, and to do so without waiting for directions. An executive who is not capable of doing this is not truly portable and is merely mimicking the relationship that an organization employee has with an employer-in a sense, he is waiting for the organization (in this case, the client) to shape his course of action.
