In my 20 plus years as an Instructional Design Consultant, as both an internal partner in a major corporation and as an external vendor partner, I’ve had the opportunity to develop relationships with many clients. I’ve been fortunate in that most of those relationships have been effective and, as a result, I’ve been involved in the design and development of many successful training and performance improvement solutions. No, I’m not conceited and I’m not bragging. Some solutions were more successful than others and some relationships were more effective than others. There were also a few situations that resulted in half-baked cakes and one or two client partners that didn’t recommend me to their friends. As I reflect on over two decades of projects, I can say that competence and commitment heavily contribute to one’s success as an Instructional Design Consultant, but the most critical success factor is trust. How often have you said “trust me” to another individual, a group, or an entire organization in words or through your actions? It sounds like a simple request, but it’s not. Instructional Designers are called upon to develop the capabilities of human resources and, in turn, positively impact companies’ bottom lines. In other words, the stakes are often high. Additionally, timelines are typically tight, resources are stretched, and projects are highly visible. In light of these factors, I know when I ask clients to trust me that I’m asking them to take a risk. In some cases, the degree of risk is minimal, but it still exists. A good example is a recent Talent Management program I developed for a client that I’ve worked with previously. She knows my work process, is familiar with the quality and style of deliverables our team produces, and I was able to share with her similar projects that I did for other clients. In other cases, the risk can be great. My first pharmaceutical product training comes to mind. I had worked with the client many times before developing soft skills workshops. Although I had developed product training before, my experience with pharmaceutical product launches was zilch as was my knowledge of the relevant disease. I was surprised that the client trusted me with such a huge responsibility. In his book The Speed of Trust, Stephen M.R. Covey says, “Simply put trust means confidence.” As an Instructional Design Consultant, it’s my job to build clients’ confidence in my abilities, the abilities of my colleagues whom I partner with to design and develop appropriate solutions, and the capabilities of the company we all represent. As the client that trusted me to develop product training for a launch of a new drug, although I lacked experience in this area, said to me, “Based on your track record and your company’s track record, I’m confident that you will deliver an effective, high-quality program on time.” When I think about that situation, I’m reminded of the importance that a “track record” plays in the trust equation and that confidence or trust is built through actions. I’ve found that practicing the 13 behaviors of “high-trust people” that Covey describes in his work have enabled me to build effective and rewarding relationships with clients. I hope they work for you, too, no matter who you want to trust you!
- Talk straight. (When I agree with clients’ ideas and opinions, I say so. When I disagree, I also say so and explain why.)
- Demonstrate respect. (Everyone deserves it. The “golden rule” was drilled into me at a young age.)
- Create transparency. (I don’t want my clients to be surprised about anything related to their projects … except pleasantly surprised that the project turns out better than they imagined.)
- Right wrongs. (I like to admit mistakes and take corrective action. I find it much easier than the ongoing effort required to cover up mistakes.)
- Show loyalty. (Clients are special. Without them I can’t do what I enjoy doing.)
- Deliver results. (I truly believe that what I deliver is a reflection of me.)
- Get better. (I know I can always improve my skills, my work, and my relationships.)
- Confront reality. (If the client wants to put 10 pounds of potatoes into a five-pound bag, I think it is important to discuss that upfront.)
- Clarify expectations. (I’ve learned from experience; it’s not fun to get near the end of a project and hear, “That’s not what I thought you were going to do.”)
- Practice accountability. (My project, my fault if the client’s expectations are not exceeded, or at least met.)
- Listen first. (I learn a lot when I listen, and I rarely learn anything when I’m speaking.)
- Keep commitments. (Not keeping them is disrespectful. If I can’t keep one, I communicate why as soon as possible: another application of the “golden rule.”)
- Extend trust. (I believe that my clients are my partners. I trust that they want to succeed as much as I do.)
