You can design a massive, complex interchange; an innovative rail project; or a water-tight levee, deliver it on time and on budget, and still walk away without achieving 100-percent client satisfaction. From the owner’s perspective, you’ve simply met expectations. Earning a client’s trust and loyalty requires something more.

If you want a truly satisfied client, one who will invite you to participate in the next project, you must exceed expectations—a process involving more than simply doing what you said you would do. Client satisfaction requires that you recognize the underlying dynamics of a project and use that knowledge to build relationships and trust.

At HNTB Corporation, we have identified four keys to unlocking client satisfaction and building long-term relationships.

Understand the project from the prospect’s perspective. The process of cultivating client satisfaction begins long before the project is awarded. It starts during the pursuit and proposal phase. That critical time of discovery is when you need to begin building a 360-degree understanding of the project from the prospect’s perspective.

To develop that knowledge base, HNTB conducts a series of 3-D interviews—deep-information dives that involve more listening than talking and questions designed to solicit detailed answers. The most important question: Why is this project important to you? At the onset, a prospective client may say that the goal is a bridge. Later, you may discover what the prospect really wants is to connect two economic centers.

Looking at the project through the prospect’s lens will help your firm win the project, but winning shouldn’t signal an end to learning. To ensure ongoing satisfaction, you must continue to develop your knowledge base throughout the life of the project. Seek other perspectives vital to success such as those of stakeholder agencies and neighbors. Understand the political implications at the local, state, and, if necessary, federal levels. These constituencies will have considerable input. You need to understand their viewpoints so you can educate the client about them and incorporate them into the project.

Develop a "living" work plan. A living work plan is meant to evolve and provide guidance throughout the project, not sit on a shelf. Developed after you have achieved a critical mass of understanding with the client, it is so pivotal to the project that it almost becomes a member of your team. It should be consulted routinely for direction and revised as needed to help you manage change, to keep you on schedule and, most importantly, to help you deliver the solution your client is expecting.

Communicate to manage expectations. The last thing a client wants is to be the last to know when a problem arises. The key is to bring these unexpected issues to the client’s attention as soon as you know about them. While your intention may be well-meaning, don’t shield clients from obstacles. Your clients will want to know quickly and may want to weigh-in on solutions. As you share these unknowns with your client and work through them, modify your work plan accordingly. It should evolve as the project evolves.

The work plan should serve as a platform for all communication, not just bad news. Use it to show progress—that you are meeting the deliverables with quality work according to the agreed-upon schedule.

One more thing about client communication: There is an art to the frequency and amount of information you provide. You’ll learn in the knowledge-building phase whether your client prefers frequent communication or trusts you to take care of the details without reporting them. Either way, note your client’s preference and respond accordingly.

Suggest a client audit at project milestones. These formal reviews with the client should be conducted by a representative of the firm who is not associated with the project—typically an office leader or senior representative of the company. This is your opportunity to find out how you did, or are doing, on the assignment. You can talk about project specifics, the project manager, or the project team, but remember, this is not a marketing call. You aren’t looking for the next project; you’re looking for constructive feedback.

During the audit, realize that many clients don’t like to be overly critical. To find out what they are really thinking, the auditor may need to press for a response by asking, "In what areas could we improve?" "How could we serve you better?"

If you have adopted the four keys to satisfaction outlined above, you won’t have to wonder if your client’s positive feedback is sincere. You’ll know it, and you’ll be well on your way to having a long-time fan.

In this business, we’re not just building long-lasting infrastructure. We’re building long-lasting relationships. That’s the secret to a successful career and a successful firm. Engineers who realize this critical key to client satisfaction are a valued and elite group.

Kenneth R. Graham, P.E., is CEO of HNTB Corporation, based in Kansas City, Mo. He can be reached at 414-359-2300 or via e-mail at kgraham@hntb.com.


HNTB Corporation
Headquarters: Kansas City, Mo.
Number of offices: more than 60
Total number of employees: 3,000
Year firm was established: 1914