This post is the third in a series of “how do I say this” for PPC professionals. Pulling from my 25 years in business, I’m offering my thoughts on how I might handle specific situations. All suggestions offered here are just that – suggestions. Only you know what is best in your specific situation.
We have all been there, haven’t we? A client or stakeholder just does not want to hear what we are desperately trying to tell them. So frustrating! Especially if that something is important for the direction of the account management.
What do you do when you face a situation like this?
The first thing I like to do is make sure we are not just having a communication misunderstanding issue. Am I taking understanding and knowledge for granted that isn’t there? I will usually try to take us back a step or two and make sure they actually, truly understand what I am talking about on the topic where they are being seemingly pig headed.
Is there language being used that they don’t really understand, but pretend to? I try really hard to speak to clients in plain language and not get too nerdy PPC, but let’s be real – it happens to the best of us even when we think we are speaking simply and clearly. So have a conversation that discusses the root of the impasse.
Example:
Is your client hyper fixated on cost of acquisition despite you explaining that they have put limitations on what you can do?
Approach:
I might say something like this – “Hey Bob, it seems like we are going around and around whenever we talk about cost per acquisition. Can we take a minute and review all the components you put under that label? I think that would be helpful as we try to tackle this concern.”
Then let them talk. And listen. Really listen. I guarantee they want to be/feel heard.
Because you might find out that they are being “difficult” about this for a reason that isn’t actually about the CPA. Or you might find out the specific pressure that is making them be a bit irrational on CPA. Either way, you leave that conversation with more information than you had.
Best case scenario? You learn enough to address their concern within the parameters that you’re working under.
Less great scenario? You learn more but the client is still dug in.
Then what’s next?
Let’s keep going with this scenario – client is delusional about an attainable CPA. And you feel like you have explained ad nauseam why their goal is just not doable. I would try to show them again, using any knowledge I’d gained in the other conversation, why specifically their goal is unrealistic. And bring data to this conversation! Is the budget too low? Is the competition too high? Are they too vague in what they are trying to get prospects to do?
Lots of businesses honestly have no clue what a “good” cost per acquisition actual is/should be for them. So that is another approach you can try, if you think they are open to it. When I want someone to take a look at their ideas about something, I will often look for some type of report or study that we can use as a neutral starting point. And if you have been talking about their stubborn issue for a while and getting nowhere, this can help. Because you’re bringing something outside of their data to the conversation. You can even say “this topic has been coming up a lot in industry groups I am a part of. Let me share with you what is being said and how other businesses are addressing their CPA goals.”
Making a client or stakeholder feel like you are bringing them in on information others are using to find success can be a game changer!
When none of this works
Let’s be totally honest here too… sometimes a client or stakeholder just will not move off of an unreasonable position no matter what you do. It happens. It sucks, but it happens. So then you have a decision to make, depending on your position and authority.
You could:
- Decide to end the client contract or at least put it in your mind that you don’t want to renew when it comes up for renewal.
- You can, as we say in our household, decide to “Elsa” your opposition (let it go….) if you do this, I would still recommend covering yourself by stating you’re doing XYZ over your previous objections. If you have not put those objections in writing, I would recommend doing so in this communication, but briefly.
- Or you could keep fighting about it. This will generally lead to option number one, sometimes not initiated by you.
Having a client or stakeholder fixated on something that you disagree with is hard. So please know that if you’re struggling in this situation, it is a totally normal reaction to it. But figuring out a course of action you can live with and implementing it can really reduce that stress.
Love to hear how you handle these types of situations! And if you have specific questions, hit me up on one of our channels.