Developing a Client Conflict Strategy

Perception

Understanding client conflict perception is crucial for agencies managing multiple clients within the same industry. David Baker and Blair Enns discuss the complexities of client density in vertical markets, where expertise is expected but can lead to perceived conflicts 1. The duo highlights the importance of having a written conflict strategy, noting that few agencies have one in place 2. Blair emphasizes that conflicts often arise from perceptions rather than actual impropriety:

A conflict arises when there is a perception of a conflict, which seems to contradict what you said earlier, it's not the possibility of impropriety. It's actual impropriety itself.

--- Blair Enns

This underscores the need for agencies to proactively address potential concerns to maintain client trust.

   

Concerns

Handling client concerns about potential conflicts requires a nuanced approach. David and Blair suggest evaluating the nature of the work and the strategic involvement of the agency to determine the best course of action 3. They propose creating separate strategy teams when a conflict is possible, but emphasize that the implementation team should remain intact unless the conflict is deemed likely 4. Blair advises using soft language in conflict policies to avoid appearing arrogant:

I think it ought to be soft language like this is generally how we think about a conflict, right? I don't think I'd be absolute, because I think it's going to hurt you to appear arrogant about this.

--- Blair Enns

This approach helps to reassure clients while maintaining the agency's operational integrity.