Three tips for successful collaboration with clients

What has evolved is a potent collaboration between Interaction Associates and nine board members who have helped shape our business strategy and who look to each other to get help addressing their most disorienting dilemmas.

How can you tap a small circle of your loyal, enthusiastic clients to help you run your business more effectively and leverage their marketplace intelligence?

That’s the question that dogged us three years ago when we formed our Client Advisory Board. We knew we had much to gain by creating a more formal, structured way to communicate with our clients, but we weren’t sure how to provide a value exchange that would motivate them to participate.

What has evolved is a potent collaboration between Interaction Associates and nine board members who have helped shape our business strategy and who look to each other to get help addressing their most disorienting dilemmas.

If you’re looking to explore how to achieve strong results in a collaborative approach like our Client Advisory Board, here are some quick tips to consider.

#1. Make It Win-Win
From the start, we wanted to establish a give-and-take exchange. Content for the Interaction Associates portion of our meetings depends on what’s happening in our business. Sometimes we’ll get input regarding strategy, brand, market positioning, products and services, and client experience. The goal of this information is to increase our knowledge about how we are seen in the marketplace.

Although we only meet by phone every other month for two hours, and once annually for two days, we frequently call upon advisory board members between meetings to present with us at conferences, provide testimonials, act as references, or help us think through an proposal.

Initially, IA’s “give” included some learning. An Interaction Associates collaboration consultant would provide information that would benefit board members. Topics ranged from best practices for developing high potential leaders to how to assess an organization’s collaborative capability.

More recently, however, we’ve refined the “give” part of our meeting based on an idea provided by board member Earl Hinton, Fidelity Investment’s Vice President of HR Development. He suggested that we experiment with having board members bring their most disorienting dilemmas to the table. What is the challenge that is most vexing them? What’s keeping them up at night? What problem needs some new, fresh thinking?

We tried this content for the first time at a face-to-face meeting, and it was an immediate hit. Board members walked away with insight and greater awareness. But, it was the intrinsic benefits which proved most valuable. A collegial bond formed. Trust and respect and a feeling of, “I’m not in this alone,” were established. A powerful network was created. The Board now had a life of its own. Yes, it still benefited Interaction Associates, but the collegial benefit among board members was equally important. The collaboration was mutually valuable.

#2. Include Members from Diverse Functions and Industries
We picked some of our raving fans based on their industry and their job functions. We wanted a range of industries represented, and senior executives from various business units. This cross-pollination of job functions and industries adds depth and breadth to our conversations. It creates diversity of thought, new perspectives, and differing approaches to problem solving. They sometimes surprise us, however, when asked individually or collectively, and they respond with one voice. Those moments are as rich as when the group isn’t aligned. Rarely is the collective wisdom wrong.

Some members have rolled off due to shifting responsibilities. We added two new members and will probably add more. Obviously, not every member can attend every meeting, so increased membership ensures critical mass. We are careful to add members who see the value in this network and are willing to contribute with the candor and authenticity that has created the exquisite texture of our board.

#3. Create Results, Process and Relationship Satisfaction
Design your meetings to achieve results, process and relationship success. Clear desired outcomes, meeting agendas and effective facilitation support results and process satisfaction.

Interaction Associates' Client Advisory Board Members (from left): Linda Dunkel, President, IA; Russ Crockett,Senior Vice President, Commercial, Texas Petrochemicals LP; Kathy Kavanagh, Managing Dir, PricewaterhouseCoopers; Anne St. John, Director, Organizational Development and Training, MemorialCare/Memorial Health Services; Earl Hinton, VP, HR Development, Fidelity Investments; and Carolyn Fischer, Vice President, Executive Development, TJX Corporation. Missing from photo: Steve Arneson, former SVP Leadership Development,, Capital One; Sheila Babnis, Sr Dir, Project, Planning, and Performance, Pfizer; Linda Simon, SVP, HR/Talent Relationship Management, Marriott Vacation Club International; and George Wensowitch, CTO, Supply Chain, PepsiCo Business Solutions Group.

Relationship satisfaction is harder when meeting virtually. We found that asking each member to respond to a personal question during introductions can help us enhance relationships. We’ll ask what books they’re reading or what they’re most looking forward to on the weekend. As we’ve gotten to know each other better, we get updated on their kids’ college admissions or some other significant rite of passage. These conversations serve to tide us over until the next in-person meetings when dinner conversations and extended time together solidify relationships.

Every chance we get, we look for ways for members of our firm to develop relationships with Client Advisory Board members. We have consultants serve as guest presenters. We invite marketing or product development associates to bring questions to the board. This makes our folks more comfortable to pick up the phone and call a member between meetings when they have a question or request.

Our most loyal clients want to help us succeed. They encourage us to seek them out and “use” them. To a person, they enjoy troubleshooting with us. They feel valued, and board members find great value in networking with leaders in various industries.

We’ve experienced results, process and relationship satisfaction in this client collaboration. It’s no surprise that measuring success in this way benefits all.