Huma Siraj
My company is commemorating 50 years of construction in the United States this year. I’ve had the chance to consider one of the most important aspects of our longevity client relationships thanks to that milestone.
Five decades of success were not the result of a single collaboration or exceptional undertaking. It has been based on sustained trust through recommendations and continuing partnerships. It takes perseverance, purpose, and sincere concern to keep those relationships going for decades. After years of managing teams and working in client-facing positions,
I’ve discovered three guidelines that can help transform client relationships into enduring alliances.
No 1. A Transaction Is Not A Relationship
Throughout my profession, I’ve moved frequently and had to start over with new relationships each time. The first thing I discovered is that asking for work is not a good way to start a relationship. Rather, develop a personal relationship with the client.
Pose queries such as: What are their objectives? What problems keep them awake at night? Do they engage in hobbies? Which sports team do they support?
Spend some time getting to know their ideals and family. The business frequently takes a backseat in the best business partnerships. I first got to know some of my best friends on a personal basis.
That kind of personal connection lays the groundwork for trust, and trust is what turns a one-time project into a long-term partnership. When clients feel valued and understood beyond the scope of a contract, they’re more likely to reach out early, share honest feedback and collaborate openly.
It also means they’ll remember you not just for the work you delivered, but for how you made them feel throughout the process. When a business is built on relationships, those moments of genuine connection are what set you apart.
No 2. Building Relationships at Every Level
It’s not always easy to establish personal connections in a professional context. You must consciously mentor and coach members in your organization. I frequently remind younger team members that relationships are built with people, not with companies, while I’m teaching them business growth.
I would invite younger team members to schedule a meeting with a potential client and report back on the outcome of the discussion during one training activity. One of the most typical instances of coaching? reminding staff members that they are meeting with an individual at the company, not the corporation itself.
For instance, they ought to state, “I met with Sara,” rather than, “I met with XYZ Hospitality Group.”
I wanted to examine what they had discovered about the customer on an individual basis, as well as the client’s business objectives that we might assist them in achieving, rather than concentrating on future building projects or how the partnership could benefit our company.
As our organization looked to grow its network among the greater business world, these relationship-building abilities were crucial.
In the end, you can’t transfer your relationships to a less experienced person, but you may link the emerging stars in your organization with the rising stars in your network. In this manner, the organization maintains the relationship even if you move or take on a different function.
No 3. When things go wrong, integrity is most important.
Relationships are seen by many as instruments for increasing revenue. They are most valuable, in my opinion, when things aren’t going well.
As they say, perception is reality, thus problems are unavoidable. If a client is dissatisfied with the way your team is completing a project, there is probably a problem that needs to be fixed.
The client is more inclined to cooperate with you at trying circumstances when you have a personal and professional relationship with them.
Proactive communication is therefore essential. Schedule frequent check-ins with stakeholders and solicit their opinions. Demonstrate your sincere concern for their achievement and the completion of a high-caliber job. On the other hand, this relationship also enables you to candidly discuss problems for the best result if there is something on the client’s end that may be improving. Even when difficult subjects come up, open communication is made possible by this trust.
Strong customer relationships are carefully developed over time by sincere connection, constant mentoring throughout your team, and above all doing the right thing, even when it’s challenging.
You can build partnerships that last not just years but decades by treating relationships as personal, investing in your team’s ability to build relationships, and putting integrity ahead of quick victories. Relationships are ultimately more than just a component of business. They are the company.
