Clients regularly ask me to vet the assorted vendors who court their business. Some obvious questions:
• How well does this person/organization understand collaboration? Project teams are usually cross-media, often not in the same region or time zone. In addition to expertise, effective collaboration requires access, responsiveness, and skillful listening.
• How does this organization perceive themselves? Is there a clear vision and value proposition? Is this a group given to tough self-assessments, or are they narcissistic and in love with themselves?
An old Dr. Phil remark: "Be someone who gets it."
So . . . do you get it?
You can tell a lot about an organization by how they deliver their proposals. Proposal behaviors epitomize job performance. Even if judgments are processed unconsciously, most clients regard the speed, scope, and physical presentation of your proposals as indicative of job performance — ie, attentiveness to details, no bait-and-switch tactics, clear and reasonable expression of your insights (on any project-related issue).
• Speed + accuracy = Motivation. Get that proposal in quickly, or ask the client when it would best serve them to receive it (and then beat it by a day or two, so you can discuss it before it's advanced to additional decision-makers). Imagine how it looks to a client to be ardently wooed for work, then made to wait days for your proposal. Hearing you say "It's been crazy around here but I'll get that estimate out to you!" may be a nifty sign (you're busy), but one shade away from hearing excuses why you've missed a deadline (you're disorganized).
• Appearance = Pride in work and gratitude. Is your estimate/proposal on your letterhead, or in an email, just a pile of numbers without an expression of gratitude for the opportunity, or even a signature? Many organizations require that clients sign on the dotted line before work can begin — fine if you need it, but personally I feel that if neither of our handshakes are any good, then we probably shouldn't work together.
• The "Tenzing Norgay" thing*. How have you defined the project and how you see process occurring? Do you suggest options and contingency plans for worst-case scenarios? Have you demonstrated why you're the right "sherpa" for this project journey?
"Give the client what they asked for, but tell them what you think they need." Your proposal/estimate is a great opportunity for showcasing how well you perceive their unstated needs, for defining both how you interpret the problem and the sort of solutions you think the client should consider.
You won't get every proposal, but every proposal is a great "venue" for showcasing how well you've listened to your client's briefing, and what you can do for them. If you're tired of the price game, stop giving clients mere numbers — instead, give them ideas, critical thinking, and strategies.
* Google it.
