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I received a call from a long-time client in Alabama. She mentioned that a shift in the market has affected one of their client's productivity numbers, and they need my client to develop a new approach to help them get back on track. “I told them I would ask our best solution expert to come up with the right strategy,” she said. “Three weeks later, I got another call from the client.” She went on. “They told me, “You guys get an A for effort, but that’s not it,” I asked for details, apologized, and assured her I would get to the bottom of it. This is where I called you, Alon”
I asked her to share more about the second call—the vibe, what was said, and how did it end. One particular statement she mentioned stood out for me: “As we were about to hang up, my client said, “I need you guys to take the lead on this one.” I then asked my client to schedule a call with her solution expert so we could dive deeper into what happened. He (the solution expert) explained that the client shared their issues, and he asked what they would like to see as a solution. They came up with an idea, and he put it together. However, when he presented this solution a few days later, the client seemed disappointed.
“Would you have approached this problem with the same solution?” I asked him.
“Actually, I would,” he replied.
“But did you suggest that solution to the client?”
“No.”
“Why not?”
“Well, it’s always been like that with them. We typically ask what they want and provide that. They’ve always taken the lead.”
“What do you think would happen if you took the lead?” I probed gently.
“Honestly, I’m just not sure I’m comfortable leading, even when I think my suggested approach could be better.”
A relationship with a client, like any relationship, is dynamic. It has its ups and downs, challenges, victories, and losses. However, many aspects of this dynamic can be managed. How many times have you asked a client what they want from our services, only to hear, “Well, I was hoping you would tell us"? It's a delicate balance to determine whether to ask clients what they want or to propose a solution. It’s vital to understand whether, at this stage of the relationship, they want to be pushed or prefer to pull—whether they want to lead or be led.
Here’s my suggested approach to this dilemma, encapsulated in the ASK acronym:
Attentive: Many account managers focus heavily on products or services but aren’t attentive enough to the strategic aspects of the relationship. A deeper understanding of the client’s strategic goals, challenges, and decision-making history can help determine who should lead and when. If necessary, involve a more strategic salesperson or another team member to gain better insights. Sometimes, simply being attentive is all it takes.
Suggest: Client relationship managers often fall into the routine of responding to clients’ requests. Over time, this can lead to a habit of letting clients lead. However, studies show that client retention increases when suppliers challenge clients with suggested solutions—even if those suggestions aren’t ultimately selected. Encourage your solution experts, account managers, and client success managers to proactively suggest and challenge.
Know: This element revolves around the level of trust in the relationship. Many organizations become overly comfortable with a product-savvy account manager at the helm, which can lead to complacency. Clients may wish they had communicated their desire to be led. They didn’t know, and that lack of understanding stems from not… (and hence the acronym)…ASK. When you ask, you know.
“Sometimes we all need to be led. All I needed was to ASK.”
Alon Zaibert
I asked my client to schedule another call with her client to present THEIR suggested solution. The client responded with excitement, offered a few tweaks, and they all agreed on the next steps for implementation. After that call, both the solution expert and the account manager overseeing the relationship admitted they didn’t want to handle the strategy. “It’s not our strength,” they said. I suggested monthly calls with my client (their boss) to take on the strategic thinking for this account.
The next day, my client and I had a one-on-one call to ensure clarity. She thanked me for taking the lead and mentioned they had just scheduled the suggested communication plan moving forward.
“Thank you for leading this one, Alon,” she said.
“Exactly,” I replied. “And kudos to you for following the leader on this one.”
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