Client Feedback Tool
  • Ten Things I Learned in 2015

    Posted on November 24th, 2015 Ryan Suydam No comments
    Ten Things I Learned in 2015

    I’ve spent the year attending many of the best conferences in the industry, traveling alongside a few of the savviest business consultants, and working with many of the most forward-thinking professional services firms in the world. We’ve shared books, ideas, and other resources with each other.  It’s December, and my brain is full!

    Before I re-calibrate over the holidays and gear up for another new year of learning in 2016, I wanted to pause and reflect on the best of the best ideas I encountered in 2015. These ideas all went beyond AHA! moments and became integral pieces of how I operate. In short, these are the ideas that stuck, that changed my perception, and affected my behavior.

    Perhaps you’ve been too busy this year to get the professional development you wanted. Perhaps you’re just curious. Either way – I’m sharing my curated list, the best of the best, the things that rose to the top.

    In no particular order, here are ten things I learned this year I thought worth sharing:

    1. There Is No Hope! Darren Smith at Cima Strategic taught me to stop hoping for a project to end well. Instead, put processes in place to KNOW that it will end well. His goal: Have a “best project experience ever” – on every project. I have focused on understanding ideal outcomes from the beginning, and driving towards those more consistently.
    2. Precise Questions Matter. Bob Stocking at Vervago revealed the necessity of asking the right questions, precisely. A few simple techniques can keep even a talker like myself focused on listening with purpose. I have put into practice skills that are both more efficient and effective than the “old way” – leading to deeper conversations and more success in both sales and services delivery.
    3. Social Status is a Matter of Survival. Michelle Brown at Sentis shares how perceived social threats affect our neurochemistry, triggering base instincts and reactions rooted in the origins of humankind as a species. Becoming aware of these triggers, I have been able to re-wire my brain to handle criticism and negativity without the anxiety of before.
    4. Don’t Reject Myself. Jia Jiang at WuJu Learning, revealed how we’re so hardwired to avoid rejection, we will often reject ourselves before we allow others to reject us. Jia’s practical exercises have helped me be bolder, get over myself, and ask for more in life – and getting it.
    5. Clients Don’t Buy Me. Tim Asimos at circle S studio highlights how clients want their problems solved. I will never be an aspiration purchase, I will only be a practical part of a solution. I have begun to focus more on sharing relevant content that solves problems – and the work has followed.
    6. Communication Reduces Risk. Tim Corbett of SmartRisk presented evidence that firms that communicate effectively have a greater probability of being a “high performing firm.” These high performing firms realize dramatically increased profits and both reduced liability and liability premiums. I have begun re-engineering our services delivery process to increase the quality and frequency of client communication to drive better results.
    7. Client Journey Maps are Magic. Tania Salarvand at Valeocon showed me how to create a visual diagram that maps every step of a client interaction. Seeing all the exchanges and touch points enabled me to streamline our own client journey, launched a reorganization of our team to deliver accordingly.
    8. Client Delighters Drive Growth. Terry Reynolds at Kleinfelder shared a story of shopping at three stores one of which stood out. They surprised him with a unique approach that created real delight. It also created a new client and a sale. Terry’s experience encouraged me to look for delighters that we can insert into our processes every day.
    9. 21st Century Businesses Must be Frictionless.  Geoff Colvin at Fortune Magazine discusses the concept of “frictionless” businesses – new ways of doing old things that simplify processes – taking all the bumps out of the path. Uber revolutionized the transportation market – and continues to threaten many other established businesses. Uber works because it’s EASY for the consumer. Every week at our weekly team meeting we now discuss where our clients see friction points, and discuss ways to remove the friction.
    10. Build a Habit Forming Business. Nir Eyal from Nir and Far reveals the four step process every game-changing application employs. In a decade, Facebook grew from nothing to actively engaging 20% of the world’s people on a daily basis – ever wonder how? I have taken the core insights from Nir’s research and begun to shape both our services and our products accordingly. Our clients succeed when they develop habits of engaging with us, and we succeed when they keep coming back for more.

    I certainly learned more than these ten things – but these are the concepts, ideas, and best practices that have actually caused me to change how I approach business, leadership, and the future.

    What are the concepts you have put into practice in 2015? If you’re not already registered, join us on December 15th for a complementary webinar and share your ideas (so I know what to work on next year).

  • Are You Okay? I Was Worried About You.

    Posted on November 19th, 2015 Ryan Suydam No comments

    Are You Okay? I Was Worried About You.

    That’s the first thing I heard from the receptionist at the dentist this morning. I had placed the appointment on my calendar an hour later than scheduled, and missed the visit.

    Rather than show any frustration at how I messed up the schedule (it was a big visit), the receptionist’s first reaction was concern for me. You see, it was raining quite hard this morning. She knows I have a 30-mile commute. And her reaction to my lateness was one of care and concern – about me.

    I’m sure my mistake caused problems. At the very least, they provided a dentist for two hours, and now he would not be billing those hours. We had to reschedule a visit for a few weeks out, so now they can’t sell those hours to someone else. Who knows what other challenges I inconvenienced them with.

    Faced with a client who showed up an hour late to a meeting (or missed it altogether), many of us would sigh, or acknowledge the extra work we have to do now. Many of us would take another tack, and put on a good face: “Oh, no problem at all! We had a REALLY busy day here too, so it’s really quite convenient of you to reschedule. Actually, it helps us out a lot.” I’ve done that many times myself.

    But I’ve never had a person in business say “Are you okay? I was worried about you.”

    I’ve used the two unexpected hours of free time to ponder this mind shift, one where our bias is to care and to genuinely be concerned for our clients. Those two simple sentences humbled me immediately. Here I am, a professional who helps other professionals elevate their care for clients. And yet, would I have ever gone so far as this – SHOWING a client I care more about their wellbeing than my schedule?

    The lesson is clear, but the application of the lesson less so. I appeal to you, readers, to contribute stories from your experience in business. When have you seen compassion like this in business? By citing example, perhaps we can all begin modeling transformational, differentiating care to our clients.

  • Blunt Proposal versus Positive Proposal

    Posted on August 13th, 2015 Mike Phillips No comments
    Blunt Proposal versus Positive Proposal

    I know, I’m the guy who’s always talking about why you should track your clients’ perceptions. But here’s a story I think might sound familiar. Its about a mistake we made that is probably too often made by other firms during the creation of a proposal. And, I hope it will help you from making the same mistake.

    Our firm had been building a relationship with a new prospective client for a while. We had spent time with them. We had asked questions to understand what their goals and needs really are. They had shared their concerns and challenges with us and we had guided them through how we collaborate with them to work through the challenges and to achieve their goals. We had stressed how we really cared about helping them. When we were ready to submit our proposal, our firm and the client felt confident we could help them have a positive outcome.

    Besides our submittal, the client wanted to see a proposal from the General Contractor who would work with us. So, we sat down with the General Contractor and went through everything. At the end of the meeting, I felt good about the fact we were all on the same page. They said they understood what was needed. They would be extremely helpful and would help our mutual client achieve their goals. So we asked them to preview their proposal to our client.

    I couldn’t believe it when I saw their proposal.Client Centered Focus

    What they sent us was a long list of prices for services included in the project and a very long list of what was not included. There was nothing about their understanding of the project and how they could help. It basically described the deliverables they would produce, instead of the help they would provide. Clients are hiring us to create deliverables, those are just means to an end. It is the end result they need from us. Instead of telling the client how collaborative they would be, their proposal was all about them and what they would and wouldn’t do.

    I called them and said we needed to talk. We needed to get our proposals better aligned and more focused on the client and their needs. I pulled out our proposal so I could show them what we were looking for the proposals to convey. When I looked at our proposal all I could say was, “I can’t believe it, we made the same mistake!

    It’s so easy to stay in our own heads, to look at our proposal more from our perspective than the client’s. We just do things the way we’ve always done them instead of looking at what we are intending to offer our clients. We don’t mean to. We really care about helping them achieve their goals. Our plan is to be collaborative with them. 

    But how often does the proposal they get from us say just the opposite?

    Communication can get off track with no one meaning for that to happen. That is why I believe it is so important to continue to track our clients’ perceptions over time. 

    Our research shows that the #1 thing clients want from us is an effective relationship. And what that means to them is meaningful communication and responsiveness. I didn’t say frequent communication. I said meaningful. There is a difference. At least from our clients’ perspective.

    Getting too focused on our processes happens to all of us. We get busy. The question is, do our processes let us hear from our clients in a meaningful way? A way to track that our project delivery process works for them? At Phillips, we understand that even though we communicate with our clients regularly, using a process that tracks their perceptions of that process and gives them an easy way to let us know if they would like any changes, is critical because we are so busy.

    I wanted to tell this story on myself because I think it is so important. I suspect something similar has happened to some or all of you as well.

    Download this complimentary webinar “Build Client Loyalty and Avoid Surprises”. In the webinar I’ll share how to identify each of your clients’ hot buttons. And how to tell immediately if they change. It’s easy to ensure you are always meeting or exceeding your clients’ expectations and I need not tell you of the obvious benefits that will have for your firm.

    Mike Phillips AIA, is a national speaker on the topic of building client loyalty through aligning with client perceptions. He has spoken numerous times for PSMJ, Zweig White, ROG, ACEC, and AIA. He has also been published in PSMJ and AEMA journals. Mike has been running a successful architectural firm for more than 30 years. He understands the impact on marketing, staff retention, performance, and profitability when you don’t know what your clients are thinking.

  • Avoid Commoditization – Tell A Story

    Posted on February 24th, 2015 Sally Orcutt No comments
    Avoid Commoditization - Tell A Story

    It’s not what you do – it is the experience you provide.

    When was the last time you attended an industry meeting that did NOT highlight the plight of commoditization?

    Dictionary.com defines the word:  “almost total lack of meaningful differentiation in the goods (or services) provided“.

    So how do you avoid commoditization and differentiate your firm? What can you do to stand out from your peers?

    Beyond all the marketing tricks and branding exercises, real differentiation happens at the experiential level. It’s not what you do for your clients, but rather how you do it.

    We know quality service when we see or feel it. When you share stories about times you received excellent service, do you talk about what they did? Or how it felt? Remembering that excellent hotel stay – you describe it as “inviting” the staff as “friendly” and the bed as “comfortable.” None of these words are objective features – they are subjective experiences you perceived.

    Your clients are people just like you. When they talk about your firm, they are not saying “Wow, ACME Engineering really got the sewer pipes to line up perfectly”. They are saying “Wow, ACME Engineering took really good care of us. They understood why we needed to complete this phase of the project on a fast track and they made it happen. There helped us manage the scope, anticipate challenges, and solve construction problems. They were easy to get hold of and followed up on any questions we had really quickly”.

    There is the ‘meaningful difference’. When you understand the story behind the project, you are more than ‘the firm that put the pipes in the ground’. You are the firm that cared enough to really grasp what was important to your client. You are the firm who took care of them.

    Without understanding the story your clients tell, the project risks becoming internally focused on your goals rather than the client’s goals. With the story, you are a part of the vision, and your client’s goals become your goals. With the story, you are aligned. You are partners.

    Download “The Power of Storytelling for Your Firm”, a 90-minute Webinar from Client Feedback Tool co-founder Ryan Suydam. Ryan outlines the importance of storytelling, methods for gathering stories, tips for using stories internally to improve staff and culture, and best practices for using stories externally in marketing, business development, and project delivery.

     

  • Even Best Friends Need Feedback

    Posted on February 4th, 2015 Ryan Suydam No comments
    Even Best Friends Need Feedback

    I just received a call from one of our Client Feedback Tool users who needed help with a technical issue. While working with him (I’ll call him John), we began discussing a feedback response he just received.

    John’s client responded with all scores in the “Exceptional” range, and a Net Promoter Score of 10 (very likely to recommend him). The client even wrote in a comment: “Working with John is always an outstanding experience!” – What great feedback.

    Buried in all the glitter and gold, I saw something interesting. On one question, regarding managing the project budget, the client responded with an “Acceptable” answer – a full notch down from Met Expectations. As the Client Feedback Tool’s sliding scale prevents any “accidental” scores, the client had clearly dragged the score down. He had something to say.

    When I asked John about his strategy for following-up, I suggested that (as is best practice) he email the client first, inviting the client to a conversation about managing the budget. This heads up allows the client time to formulate thoughts and engage in the conversation. Then, follow-up at the scheduled time via phone or meeting to – as humanly as possible – address the challenges.

    John laughed lightly, and said, “Oh, there’s no problem here – he’s my best friend. I’ll just call him.”

    John has a good attitude here – he likes his client (and his client likes him), so they can openly talk about a challenge and work together on bringing improvement. That’s great.

    But the real lesson here, is that even though they are best friends, and can talk about challenging feedback openly – a simple, electronic feedback system was still instrumental in starting the conversation. As close as they may be, making it the client’s responsibility to introduce a concern puts an unfair burden on the client. Especially when they’re close associates or friends. So many people are timid about introducing criticism, or don’t want to hurt your feelings. Making them go first forces them into an uncomfortable position.

    A simple set of questions, posed between friends, is starting a dialogue that needed to happen.

    The closer your client is, the more I encourage you to experiment with feedback. These are the most valued relationships you have, they are the safest, and with a little discovery and improvement, these clients will grow into even bigger fans and advocates for you and your firm.

  • What is your ‘best project’ story?

    Posted on August 13th, 2014 Darren Smith No comments
    What is your 'best project' story?

    I had been working with the leaders of this firm for several months on the benefits of collaboration on project schedule, budget, and team satisfaction. We had shared ‘best project’ stories and agreed those were the projects where everything went smoothly and all members of the team just seemed to do what needed to be done to create a positive outcome. They wanted to create ‘best project stories’ on all their projects so they asked team members working on one of their large projects this question. 

    “How would you rate the overall collaboration on your team?”

    They found that almost 50% of those responding said the team’s collaboration was about what they expected. It met their expectations. Another roughly 19% exceeded expectations. Good news.

    But the leaders focused in on the top 27%. They wanted to understand what about the experience for these individuals had them rate the team’s collaboration as “Exceptional” or “Excellent”? For these team members, this was one of the ‘best project stories’. The leaders wanted to understand the behavior, quantify it (if possible), and spread it around like peanut butter to the other members of their project teams.Collaboration

    I worked with the leaders to dig deeper. They spoke with team members to better understand what, for them, made the project feel more collaborative than they expected. When we pulled together the information, we recognized the team had set up Rules of Engagement. Of course, they didn’t use that label, but their discussions and actions had the same impact. They managed their team interactions effectively and efficiently and created a positive experience for the team overall.

    So what did they do, and how can you (and they) spread these behaviors around?

    Rules of Engagement are the operational and relational rules that create ‘best project’ stories. Although oversimplified, the difference between the two are that operational rules provide team accountability and relational rules provide team strength.

    Behind operational rules is the idea that for a project to run smoothly rules must be established? How will communication be handled, deadlines be met, and deliverables reviewed. What are the rewards for the individual of adhering to those rules? What are the consequences if they do not? Think about a project that ran over budget (or schedule), did it have operational rules in place? Was there a breakdown in any of the rules? Were there consequences to the individual(s) involved?

    Relational rules serve a different purpose. Getting the relational rules right means identifying the skills and talents needed to make your project run smoothly (and profitably)? Then, take that knowledge and put together the strongest possible team of individuals you can. And, for those of you with multiple office locations, don’t forget that the skills and talents you need may not be sitting right in front of you. Be sure the person’s role on the team will allow them to use their talents. If your project is complex, it is not only a good idea to have someone whose talents include organization on the team, they must serve in a role where they can bring that expertise to the project.

    Learn more about using Rules of Engagement on your next project. Click here to download a 50-minute webinar that will increase the likelihood that all of your projects will run smoothly (and more profitably).

    Darren Smith (founder and CEO of CIMA Strategic) is a collaboration subject matter expert. He helps successful executives in design, construction, and healthcare elevate their leadership and energize their strategy & business development implementation through collaboration. Darren has conducted business in 20 countries across 10 industries. His clients include HKS Architects, The Society of Petroleum Engineers, M.D. Anderson Cancer Center and Toyota. 

  • John Doehring shares ‘Ten Top Tips’ in Free Webinar

    Posted on July 23rd, 2014 Sally Orcutt No comments
    John Doehring shares 'Ten Top Tips' in Free Webinar

     

    Dad was right.

    My dad used to say “It doesn’t matter what you know if you can’t communicate it effectively.” My dad was born and raised in England. I still remember the way he used to cringe when he would hear us ‘butcher’ the English language.

    According to a 2008 NACE (National Association of Colleges and Employers) poll, companies rate the ability to communicate effectively above work ethic and teamwork when asked what skills they looked for in employees.

    Typically managers spend 75% to 80% of their time engaged in written or oral communication. Think about it, email, team meetings, client meetings (and calls), proposals, reports – these are but a few examples of the ways managers communicate each day.

    Tom Northrup, Management Consultant and author of “Five Hidden Mistakes CEOs Make” says that excellent communication skills create a more productive work environment while poor skills lessen productivity.

    We’ve collaborated with John Doehring to bring you “Ten Top Tips of Totally Terrific Communicators“. His 90-minute webinar brings a fresh and candid perspective on how members of your team can effectively and consistently enhance both internal and external communication. Those attending will learn how strong communication leads to:

    • Increased team motivation and commitment
    • Ability to build your firm’s reputation and increase sales
    • Stronger time management and organization
    • Greater client loyalty through understanding preferences

    REGISTER today (live webinar is this Thursday, July 24th (11 am CST, noon EST, and 9 am PST). Hear practical, actionable ideas and methods for increasing the communication skills on your team.

    Space is limited. (Note: You will receive a login confirmation reserving your space.)

    John Doehring is an industry expert and a nationally recognized speaker. His programs include keynote and focus sessions at regional and national conventions such as ACEC, AIA, NSPE, SAME, SMPS, and SEA. Attendees at his sessions consistently identify his ability to provide action items that can be implemented immediately as a core strength of his message.  

  • If ‘Life is like a box of chocolates’, what are you saying to your clients?

    Posted on December 4th, 2013 Sally Orcutt No comments

    I’m not sure what made me think of this famous line from Forrest Gump as I started writing about balancing relationships and productivity at the holidays. I even did a Google search on the quote and found a YouTube clip of that park bench scene. I debated whether or not to include the clip. As you’ll remember, Forrest’s mama said this to him because, like taking a piece from a box of chocolates, (in life) you never know what you are going to get. Hmmm, not really relevant to balancing relationships and productivity is it. But, then again.

    If you are like most firms in the A&E Industry, November and December are challenging months to hit utilization goals. It is no small feat to balance employee time off with project delivery and profitability. Balancing these elements is certainly essential for the health of your business. But, what about client relationships? With so much energy internally focused, is it possible that your client focus is limited to just sending a basket of goodies or a holiday card? Is there a chance that your clients’ experience during this time will be like that ‘box of chocolates’? They will not be sure how their project’s schedule, budget, and quality will stay on track.

    Okay, maybe this analogy is a bit of a stretch. However, here’s the thing. Your clients are balancing many of the same challenges as you are during the holidays. They are trying to keep projects on track even as they too are short-staffed. So how can you increase your value to them, balance your internal metrics, and really bring some holiday cheer to your clients (and your staff)? Here are three easy to implement candy pieces for Blogtips that will set your firm apart from the rest:

    Communicate and collaborate. As you review your staffs’ requests for time off, why not take a moment and give your clients a call. What does their schedule look like? When will the key staff that need to review the upcoming deliverable be available? Your clients will appreciate that you considered their schedule. And, you will be able to plan your team’s workload more effectively.

    Manage expectations early. When you set up your project plan, you likely considered the schedule impact of increased staff time off. However, we all know that schedules can be fluid. Your plan to be at a specific point in the project during the holidays can, at times, slide off course. Talk to your client. Share with them your strategy to adjust the schedule after the holiday to make up for lost time. Will that work for them?

    Thank them for their business. Yes, in addition to the holiday card and the box of goodies, pick up the phone and thank them for their business. Clients are individuals and they, like you, love to feel appreciated. We all know that the A&E Industry is a relationship business and relationships involve an emotional connection. Sure, it’s business. Even so, take a couple of minutes and make it personal as well.

    And yes, here is the YouTube video clip.

    Client Feedback Tool is committed to helping our clients build strong relationships with their clients through project-based feedback. Visit our website and watch our 3-Minute Video or email us for a personalized demo.

  • Project Conflict – cause for stress or road to opportunity

    Posted on November 7th, 2013 Sally Orcutt No comments

    If you ask friends or colleagues how they feel about conflict, you will likely know their answer even before they speak. Their body language will tell you immediately. That is because most people view conflict as having to do with arguments, agitation, and to an extreme extent, hostility. But what if we reframe the way we look at conflict? Is there a way to see conflict as an opportunity? What if we accept the fact that conflict is essentially about the gaps in expectations that happen when individuals interact?

    All project teams hit a bump in the road at times when it comes to gaps in client expectations associated with deliverables, communication, or schedule. When this happens, project conflict can occur. There is certainly no magic to ensure this doesn’t happen but there are three actions you can take using feedback to minimize the frequency and to turn these gaps in expectations into an opportunity to learn more about your clients. Orange Man Consultation

    Don’t avoid it or ignore it. Just because you are not aware of the gap between your clients’ expectations and what your team is delivering does not mean that the gap doesn’t exist. Both you and your client make assumptions related to their project every day. You assume that the way you have done 50 projects in the past that are just like this one is the way to progress on this one. Your client may have expectations (or a vision) about what the deliverable will look like that is different than what you are planning. It happens. However, if throughout the project you ask for feedback, you will catch these gaps in expectations as soon as they occur. And, the sooner you and your client have a conversation about the difference in your expectations, the sooner your project gets back on a healthy track.

    Don’t blame anyone. I have heard many A/E/C firms speak of having difficult clients. They say their (clients’) expectations are unrealistic, inconsistent, and that they just expect you to read their minds and know exactly how they want things done. This may be true. But beyond the obvious problem with telling your clients they are wrong, playing the blame game may create an attitude on your team that your clients will pick up on. By looking at project conflict as nothing more than a gap in expectations, you and your team will have the opportunity to learn more about each client. As you solicit feedback from your clients, you will close any gaps in expectations and be recognized as their expert.

    Communication – the great conflict alleviator. You can avoid having conflict escalate or go unresolved, by communicating regularly with your clients. Asking for feedback on a regular basis lets you keep a pulse on whether or not there are any expectation gaps. You will quickly see if there are any issues that need to come to the surface? By asking for feedback and following up, you will keep the channels of communication open. And, you will give your clients the opportunity to share with you their ideas and thoughts about how they would like you to serve them.

    Getting regular feedback lets you build an easy rapport with clients. The Client Feedback Tool process is easy and comfortable for both you and your clients. Integrated into your existing project management system, the feedback you receive provides you with new ideas about your clients’ preferences. We hear a lot about being your client’s trusted advisor. In addition to being their trusted advisor, you will also become the expert at how each individual client prefers to be served. Visit our website to learn more about using feedback as an opportunity to turn conflict into client loyalty and trust.

    Related posts: 3 Ways Client Surveys Build Stronger Relationships, Using Project Feedback to Increase Profitability, An inside look at the numbers – reducing client problems by 83%

  • “I’m gonna make him an offer he can’t refuse.” 3 Lessons you can learn from Don Corleone

    Posted on October 23rd, 2013 Sally Orcutt No comments

    It’s all about what you offer your clients.

    When Don Corleone made his offer, do you think he had his audience’s attention? Was it compelling to his listener?

    Here are 3 lessons you can learn from Don Corleone that will make your offer to your clients compelling enough to get their attention.Lessons from Don Corleone

    Treat people as individuals. The Don knew that people needed to be handled differently. He used fear to motivate some; respect, for others; and a swift kick in the pants for those like Johnny Fontaine. Do you treat all your clients the same? Have you developed project delivery systems that work well for your firm, and you continue to use the exact same system for all client project managers? Have you ever found yourself in a situation that required re-work or resulted in scope creep because your process did not meet some of those individuals’ expectations? When you treat each client project manager as an individual, and ask whether your process works for them, you build a bond with each one. The next time a project is coming up, this bond will ensure you get the chance to discuss the new work (and probably the inside scoop as well).

    Keep your word. The Don was no saint, but when he gave his word, everyone knew he could be counted on to keep it. Can your clients say the same? Have any of your project managers ever ‘over promised’ and ‘under delivered’? Has there ever been a different interpretation on what the final deliverable would be? Have you ever found out about this only after the project was complete and there was no opportunity to make a course correction? If you had asked at each milestone of the project whether your deliverables were ‘what they expected’, would that have made your client happier? Clients want solutions and they look to your firm to provide them. Knowing that your firm will ask them if their expectations are being met while there is still a chance to change course if needed, gives your clients the confidence that when you make an offer, they can count on you.

    Two ears and one mouth. The Don always listened carefully and didn’t do too much talking. He would sometimes ask for clarification, but he never interrupted. Are you listening to your clients? Are you giving them enough opportunities during the course of working with them to share their preferences so you can deliver on their expectations? Keeping open dialogue between you and your clients is essential to getting their attention (when you need it). You may feel that you are staying in touch with your client throughout their project because you give them regular updates. But is that dialogue? Are you sharing information with them? Or, are you asking them to share information with you?

    Our client feedback system is all about you – our client! It is process-based and integrates seamlessly into your existing project delivery system. We understand you don’t need ‘one more thing to do.’ And, we are committed to working with you to fit feedback into your culture to help you achieve your profitability goals. Contact us today. You can call us toll free at 866.433.7322, email us at answers@clientfeedbacktool.com or visit our website to see how are system works and get an overview of the process we’ll use when we help you create your plan!

    We look forward to having a dialogue with you!