When the relationship is not working.
WHAT DIFFICULT LOOKS LIKE
Constant changes Unresponsiveness followed by urgency Unclear or shifting requirements Disputing agreed work Late payment Disrespect
WHAT TO ESTABLISH
Whether it is a communication problem or a character problem.
WHY
The first is fixable.
WHAT TO TRY FIRST
Clarity: written confirmation of what is agreed, each time.
WHY
Many difficulties come from differing assumptions.
WHAT TO DO ABOUT CONSTANT CHANGES
Price them, visibly.
WHY
It changes behaviour immediately.
WHAT TO DO ABOUT UNRESPONSIVENESS
State that the timescale depends on their response, and record the delay.
WHAT TO DO ABOUT DISPUTED WORK
Return to the agreed scope, in writing.
WHY
The document settles it or reveals that it was inadequate.
WHAT TO RECOGNISE
Clients who cost more than they pay.
WHAT TO MEASURE
Actual hours against fee, including communication and revisions.
WHAT TO DO ABOUT THEM
Reprice, or end the relationship.
WHY ENDING IS LEGITIMATE
Capacity spent on unprofitable, draining clients is capacity not spent on better ones.
HOW TO END IT
Complete current commitments Give notice Be professional about it
WHY PROFESSIONALLY
They talk, and the industry is small.
WHAT TO NEVER DO
Abandon work mid-project Hold work hostage beyond agreed terms Respond in anger
WHAT TO WATCH FOR AT THE ENQUIRY STAGE
Unclear requirements Reluctance to pay a deposit Disparaging previous providers Urgency without reason
WHY THAT THIRD SIGNAL
The pattern usually continues with you.
