Being a Professional

Monday, Sept. 22, 2008 | 1 p.m.

I remember years ago advising a client against constructing his building a certain way because I believed it would cause him problems in the future. He did not want to heed my advice and, against my better judgment, I agreed and prepared the design documents the way he wanted them completed.

A couple of years later, I got the call. The client was experiencing the problem I had originally predicted. Although I should not have said anything, I reminded him that I had advised him not to do it that way. His response was, “You should have told me harder!” This response led to his questioning why, if I truly believed that he shouldn’t have done it his way, I did it anyway.

I didn’t bring this up just now to toot the “I told you so” horn, but rather to illustrate the appropriateness of his question. Why did I do it in a way I thought not to be best?

As professionals we are confronted with this choice every day, and we need to ask ourselves whether the client is always right or do we, as professionals, have a higher order of duty not just to bow to our clients’ desires and just do what they want us to?

Back to the initial client’s problem. The system I designed for the client met the building code, it was safe and it was not unethical or immoral in any way. Yet, I had suspected that it would not perform the way the client wanted or hoped it would, and it didn’t. Earlier in my career, I thought meeting the client’s needs was good customer service. I still do, but now, through experience, I know that just doing exactly what the client tells you to do can actually be a disservice to him.

Today, I am faced with two similar situations. In both cases, although for different reasons, I have been asked to do something that goes against what I deem the right thing to do.

The first situation involves a client not willing to fight the politics of a policy issue even when they know the project will be compromised. Giving in to the politics of this policy will not only affect this issue but will have far-reaching ramifications for other important projects.

The second involves a client, who, in an effort to save money, is not following his long-range plan that he believed in and endorsed. His decision today will actually cost him more in the long run to achieve his vision and will render the long-range plan very difficult to implement.

I’m not sure exactly what I am going to do this time around. Neither of these situations will result in a terrible outcome, but neither will reach their potential and neither are best for my client.

One thing I do know I will do is “tell them more forcefully!” I’ll let you know in a few weeks how it turns out.

I’d like to hear from you:

• Have you encountered a similar situation? What did you do?

• Is it right to disagree with a client if you don’t believe his desired outcome is as good as it can be, even though it meets the letter of the law, is safe and is not unethical or immoral?

Until next time …

Craig