Make it so, Number One
Things are not so great at the Big Pill this week. I've made a tactical mistake on how to deal with the client, and I'm not sure how to correct it.
When I was brought aboard, I had the typical 'meet and greet' talk with my client. He welcomed me aboard and hoped my stay would be productive. In the end, he expressed that his position kept him very busy (which is does) and that if I have any questions I should pass them through my team lead or through Number One, his second in command. Which I've been doing
Number One is one of those eternally optimistic people who can't say anything critical if his life depended on it. He also has a full plate, and may never actually get around to reviewing something he promised he'd have feedback by the next day. I have been passing my work through him and receiving 'looks good' and 'I think that's exactly what we need'. What I didn't know is that the client has been very unhappy with the direction of the work and has now begun to wonder why he's paying this insane amount of money for the product I'm producing.
And I can't blame him. It clearly isn't what he expected. And since I did not engage him directly, I had no clue. For some reason, my account manager has been receiving feedback all along and never passed the information of disquiet along to me. Which makes the situation even worse. The client is unhappy with the work, took it to the consulting account manager, and nothing was done to correct it since I had no clue there were issues.
Now I have to regain the client's trust, which at this point I have doubts it can be accomplished. I need to engage him, yet not waste his time and not cut out Number One.
On a side note, last week one of the many newsites I visit ran an article about a New York City Hack's blog. I really haven't had much time to read it, but it seems interesting. Recently, she posted about being interviewed by a local news team. I love the coat and shoes of the interviewer. If anyone knows where I can find the coat, please let me know. I'd love to get it for Skyprincess.
When I was brought aboard, I had the typical 'meet and greet' talk with my client. He welcomed me aboard and hoped my stay would be productive. In the end, he expressed that his position kept him very busy (which is does) and that if I have any questions I should pass them through my team lead or through Number One, his second in command. Which I've been doing
Number One is one of those eternally optimistic people who can't say anything critical if his life depended on it. He also has a full plate, and may never actually get around to reviewing something he promised he'd have feedback by the next day. I have been passing my work through him and receiving 'looks good' and 'I think that's exactly what we need'. What I didn't know is that the client has been very unhappy with the direction of the work and has now begun to wonder why he's paying this insane amount of money for the product I'm producing.
And I can't blame him. It clearly isn't what he expected. And since I did not engage him directly, I had no clue. For some reason, my account manager has been receiving feedback all along and never passed the information of disquiet along to me. Which makes the situation even worse. The client is unhappy with the work, took it to the consulting account manager, and nothing was done to correct it since I had no clue there were issues.
Now I have to regain the client's trust, which at this point I have doubts it can be accomplished. I need to engage him, yet not waste his time and not cut out Number One.
On a side note, last week one of the many newsites I visit ran an article about a New York City Hack's blog. I really haven't had much time to read it, but it seems interesting. Recently, she posted about being interviewed by a local news team. I love the coat and shoes of the interviewer. If anyone knows where I can find the coat, please let me know. I'd love to get it for Skyprincess.
posted by Mizike at 5:27 AM
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