Your client has unrealistic expectations. How do you manage them without harming the relationship?

Step 1. We have to get their expectations and be truthful about potential outcomes. This will require candid courageous conversations focused on a disciplined process. I have seen the utilization of the Malcolm Baldrige Framework questions leading to a clearer understanding of issues and concerns. The questions posed by the Framework allow you to have discussions about the organizational status and subsequent leadership issues. Such as the three critical components of any organization - workforce engagement and satisfaction, customer service satisfaction, and financial management. Additionally, we must look towards the quality of the leaders, capacity/capabilities of the workforce or the followers, and the situation relating to the mission.

One thing I’ve found helpful is to provide the client with options. As the expert, they are coming to you for insights and guidance. I use intro and assessment calls to hear their ideas out and understand what their overall objective and desired outcome is. Most clients are more focused on getting this than how it’s done. I then provide guidance and options on what is actually required in order to get these outcomes. Mapping out the process allows them to assess for themselves what then makes the most sense for them without dismissing their desires. Clarity, transparency and pragmatism!

When dealing with a client with unrealistic expectations, start by listening carefully and showing empathy to make them feel understood. Then, gently provide a realistic perspective, explaining why some expectations may be challenging due to factors like market conditions or technical limitations. Instead of just saying "no," offer feasible alternatives and compromises. Use examples from past projects to illustrate what can be realistically achieved. Maintain open, continuous communication, providing regular updates and written summaries to ensure clarity. Patience is key; with consistent professionalism and respect, you can align expectations without harming the relationship.

A consultant is not an employee. She or he is a specialist. A consultant's service must be specifically defined. This fact is often forgotten. Particularly by small or independent consultants. My experience is that remaining focused is crucial for consultative success. You cannot deliver everything at once. Suggest and work on one issue at a time. Communicate precisely with the client what they can expect. The first phase should be spent on understanding the challenges, and issues, identifying what needs correction. Start a regular communication process with the client. And don't stop communicating till the project ends.

Expectations should be reviewed, discussed, and revised throughout the consulting engagement. At the beginning of the engagement, the client and consultant should agree to the project scope, milestones, deliverables, timeframes, and cost. Often, there are the "known unknowns"—information or behaviors that can't be seen before the project starts. This is one reason to build checkpoints to review (and possibly reset) the project parameters. When a project takes on a different or larger scope than anticipated, this is the time to talk with your stakeholders to modify and realign expectations.

This is a common problem. I suggest you spend some time to prepare for when you take up the project. Understand the project in very clear and unambiguous terms. Then clarify the scope which is practical and value-adding to the client. Discuss and articulate clear boundaries. Communicate what the expected project outcome is. And the timeframe, budget, and other resources required. Don't start the work unless these points are agreed.

The best method I have found for managing expectations and controlling scope creep or unrealistic expectations is to be diligent with documentation of the scope of work. Always capture verbal discussions or requests in writing and have the requesters acknowledge the change request in writing. This will provide a list of activities to compare with the statement of work agreed upon. By keeping a change request log, it will help justify what is being asked and why it may not align with the original expectations. A formal change request can also allow for a discussion about further funding or resources if expectations change during the execution of work.

Once you've understood your client's needs, it's crucial to establish clear boundaries. Communicate what can be realistically achieved within the given timeframe, budget, and available resources. Setting these parameters early isn't about rejecting their ideas but about ensuring realistic expectations for success. By managing expectations upfront, you mitigate the risk of future disappointments and preserve trust, which is fundamental to a strong professional relationship. Clear boundaries foster transparency and enable you to deliver outcomes that align closely with your client's goals while maintaining a collaborative and productive partnership.

Several boundaries to clarify with your customer: Success will require work, change, conflict resolution. Some people in the organization will not be willing to make the leap and will vote themselves off the island. Shared responsibility - you are responsible for advice, solutions, options, the customer is responsible for understanding, accepting, adopting, monitoring the changes needed. Exit strategy. Tell the customer what your exit signals are. When several milestones are met, when change is not happening, etc. Define your red flags, and exit strategy. This is the first agreement with the customer. Tailor your message carefully, and use these signals/goal-posts to assess how the relationship is going.

The question does not clarify in what line of business and what type of a client (a business/private). But in general, whether it is a client of any type, an employee or any other kind of stakeholder, engagement is the best approach to minimize resistance and build ownership

Clients set unrealistic expectations sometimes to meet their businesses need and sometimes without having much knowledge on implementation. Irrespective of the reason it is the responsibility of us to understand a) what is actually expected, b) whether everything expected is business critical which leads to prioritization and of course c) suggest alternatives (like short term vs mid-to-long term solutions) so that client understands we also are aligned with business need while we are not over commiting. If client leadership is not matured enough to understand even after complete transparency we must discuss with executive leadership to align so that client relationship is not broken but we set expectations aggressive-yet-realistic.

Communicate, communicate, communicate! Keep the client updated on status and estimate to completion in both best case and worst case scenarios. Indicate client responsibilities and the importance of timeliness on their part. If the client misses a review deadline, make sure they understand the impact of that action. You're all in this together.

By now you need to have a good idea where the unrealistic expectations come from, and what the root cause is. Unwillingness to change, fear, disagreements at the core, over-indexing on loyalty or excellence or any one thing instead of a balanced approach, etc. Next, suggest small suggestions for change, one at a time, to see if there is willingness and ability to change. Once you see changes implemented you have already educated the customer. Point out the success and the impact of each change. It is best if this feedback comes from others as well as from you. Introduce more formal change processes. Mechanisms, Kaizen, Performance Management, Strategic Planning, OKRs, etc. Start a bit at a time, and assess how change is being adopted.

You slowly but surely put your point across always when occasion arises. Eventually they will see and accept your point of view.

ALWAYS listen carefully to the client's expectations to fully understand their perspective. In case of any doubt, invest more time in listening to your client again.

You are a consultant and options are your trademark. Think creatively and offer options for what you are requesting. Often times a simple change of vocabulary or an analogy helps make your suggestions understandable and acceptable. Help team members provide alternatives. The ultimate success rests in the team/org working well together. This also takes the pressure off you. You don't know everything, don't pretend to be a know-it all. Understand the reasons, and the pluses and minuses of your recommendations. If necessary ask the customer for what other option will meet those requirements.

Offering alternatives is essential when dealing with unrealistic expectations. The initial phase would launch the core functionalities within the desired three-month period, ensuring that the critical aspects of the e-commerce platform were operational. Subsequent phases would add advanced features and integrations over a longer period. This approach not only addressed their immediate business needs but also ensured a high-quality, scalable solution. Presenting this alternative helped the client see a clear path forward and maintained their trust and satisfaction.

When encountering unrealistic demands, avoid a simple "no" response. Instead, propose alternative solutions that maintain alignment with the client's ultimate objectives while being more feasible within current constraints. This approach demonstrates a commitment to their success and encourages collaboration. By creatively addressing challenges, we transform potential setbacks into productive strategy discussions, ensuring that we explore various pathways to achieve mutually beneficial outcomes.

If their expectations can't be fully met, work with them to find alternative solutions that might fit their needs and budget.

As a consultant you are always speaking from the same side, your intent is to help. Always back to your intent; your intent is good, pure and helpful. Other tricks to show empathy include: Empower the customer and tell them they are in charge, and you are there to help and support. Expect how the customer is feeling or what objections they may have and have a plan to address them. Employ objection handling techniques (Fact vs. Perception; CCC, etc.)

First question to ask yourself is; Why are the expectations unrealistic to you? and Does your client consider them realistic? This quality assumes the consultant knows best which is the root of poor quality consultancy. You may lack information which make their expectations realistic. They may know that their expectations are unrealistic and are trying to push you to create a solution close to their aims. A good quality relationship will make my proposed questions easier to answer. After which you explore the art of the possible in partnership with your client. This includes under what scenario can you make their "unrealistic" expectations work, and see whether they are able to facilitate it.

These are all nice and good answers. In my mind if your “client” has unrealistic expectations there are a minimum of two more important issues. 1. You’re responsible for setting the expectations so if the client’s aren’t realistic I don’t believe it’s anyone’s issue but yours. 2. This is not something that can be allowed to happen, or if it did, to continue. You don’t have a client you have a customer.

Sometimes it is better to catch the bull early by its horns. Engagement with a client is professional. What you can or will do should be clearly set out in the EL and scope after joint approval. If a client wants to add to his wish list the EL should be amended. Exit clauses are important for both sides and monthly reviews. The client decision maker should be identified. Separate people should not talk on scope both sides. The consulting group should have a leader the client a key rep. Of course if the client has unreasonable expectations he should be engaged to understand the issues and settle the problem. Contract should be legally Sound. Old and new clients need different approaches.

The key is to maintain professionalism, empathy, and transparency By managing expectations proactively and offering reasonable alternatives, you can often find a middle ground that works for both parties without damaging the relationship. The following could be additional tips: 1- set clear expectations upfront 2- communicate regularly 3- escalate diplomatically 4- document everything