Many thanks to those who joined me last week for my webinar, Strategies for Dealing with Difficult Clients. Whenever I get questions on how to handle someone who is difficult, or what to do when a client (or employee) is unreasonable, I focus first on the differences in style.
My boss is a terrible communicator. He rarely holds meetings to speak to us as a team, but when he does he always stumbles over his words or says something totally inappropriate. He will say things that are meant to inspire us or motivate us but they come out garbled and un-motivating.
Recently my new boss was hired. This guy is about 15 years younger than I am and thinks he knows more than he does.
Lately we have been dealing with clients who are aligning themselves with centers-of-influence whom we find very difficult. These people have an opinion about everything we do. But they are not investment experts.
We have recently merged with another firm. I had a leadership role in our former firm and am finding myself sidelined in our new situation.
I don’t see myself retiring. I have two children in their mid 20s. They could take over my firm if need be. I resent my team inferring that I don’t have a succession plan. Is there a polite way to tell them to back off?
I am worried about a coach my boss wants me to use. Do I share my concerns and take my chances? Share very little and hope it isn’t obvious?
We recognize the importance of marketing communication, but our results don’t give me a good feeling about whether clients recognize or appreciate it. Should we dispense with email and figure out another way to communicate?
Do you have any tips for knowing when a prospect is ready to buy versus when someone is going to drag their feet and potentially not commit? We have too many situations where we prepare the paperwork and it remains unsigned but we don’t know why.
Has anyone asked you to comment on the current political scene and best ways to deal with what’s happening when your clients have very strong (and very vocal) opinions?