How to Handle Unrealistic Client Expectations
Pros advise setting the right tone and exercising empathy to keep clients feeling good about their renovation projects
Erin Carlyle
12 November 2020
Former Houzz Editorial Staff. Writing about the cost of renovation and what it takes to remodel. Former Forbes real estate reporter. Fascinated by cool homes, watching the bottom line.
Former Houzz Editorial Staff. Writing about the cost of renovation and what it takes... More
If you’re like many pros, your potential or new clients often have unrealistic expectations about home renovating. Popular renovation shows with impossibly low budgets and unreasonably fast timelines may be to blame, or your clients may simply not understand how much money and time it takes to renovate these days.
It’s a good idea to dispel these unrealistic expectations as quickly as possible, so they don’t ultimately interfere with your client’s level of satisfaction with your work. Here, three experienced pros share their tips for doing so.
It’s a good idea to dispel these unrealistic expectations as quickly as possible, so they don’t ultimately interfere with your client’s level of satisfaction with your work. Here, three experienced pros share their tips for doing so.
Start by looking in the mirror
When establishing a relationship with a new client, it’s critical to set expectations for how the project will go. The conversation should include details about timeline, cost and even the hours you’ll be available to respond to phone calls, texts or emails.
You should also go over expectations for the client’s availability in terms of what you’ll need from them for decision-making. And, of course, it’s important to explain how any changes late in the project would affect the project’s timeline and price.
Experienced pros know that it’s critical to include this information from the very beginning of a project. “I believe unreasonable expectations are a result of a designer who’s inexperienced,” says Tim Glass, landscape architect at Alderwood Landscape Architecture and Construction in Washington, in the US. “You need to head that off.”
A lot of the time, what might seem like an unreasonable expectation is simply a lack of understanding about the process, because the client hasn’t renovated or hired a pro before, or hasn’t done so for a decade or more. “It’s the job of a contractor or architect or whoever to educate a customer as to what a reasonable expectation is,” Tim says.
Find out how Houzz Pro can help you manage your business.
When establishing a relationship with a new client, it’s critical to set expectations for how the project will go. The conversation should include details about timeline, cost and even the hours you’ll be available to respond to phone calls, texts or emails.
You should also go over expectations for the client’s availability in terms of what you’ll need from them for decision-making. And, of course, it’s important to explain how any changes late in the project would affect the project’s timeline and price.
Experienced pros know that it’s critical to include this information from the very beginning of a project. “I believe unreasonable expectations are a result of a designer who’s inexperienced,” says Tim Glass, landscape architect at Alderwood Landscape Architecture and Construction in Washington, in the US. “You need to head that off.”
A lot of the time, what might seem like an unreasonable expectation is simply a lack of understanding about the process, because the client hasn’t renovated or hired a pro before, or hasn’t done so for a decade or more. “It’s the job of a contractor or architect or whoever to educate a customer as to what a reasonable expectation is,” Tim says.
Find out how Houzz Pro can help you manage your business.
Create a clear project road map
It’s just as important to set expectations in terms of how long it will take to plan, build or install the project as it is to set expectations for cost, the pros we spoke with say.
“We do so much detailed design work that our design process is longer than [new clients] expect it to be,” says Micaela Roberts Quinton, lead designer at Copper Sky Renovations, a design-build firm in Atlanta, Georgia. “We get all the way down to ‘Where does that outlet go? How high do you want that towel hook?’”
Micaela explains to potential clients how long each phase of the project takes: for example, eight weeks for interior design; two weeks for pricing interior design. When a client signs on, she provides a welcome letter with the schedule for the various project phases and target deadlines for completing each phase. She keeps clients informed on a project’s pace continuously. “If we get ahead, we let them know. If we get off, we let them know,” she says.
She’s also careful to make clients aware of how any requested changes would affect the project’s schedule and cost as soon as they bring up the request. This manages expectations in terms of timeline and budget throughout the project.
You can also use technology as a way to remind your clients about process, timeline and cost. For instance, builders can use Houzz Pro business management software to share project timelines with clients. Similarly, designers can use Houzz Pro to share project updates and track all communications and approvals, creating a central record for those clients who might lose track of some of the details along the way.
It’s just as important to set expectations in terms of how long it will take to plan, build or install the project as it is to set expectations for cost, the pros we spoke with say.
“We do so much detailed design work that our design process is longer than [new clients] expect it to be,” says Micaela Roberts Quinton, lead designer at Copper Sky Renovations, a design-build firm in Atlanta, Georgia. “We get all the way down to ‘Where does that outlet go? How high do you want that towel hook?’”
Micaela explains to potential clients how long each phase of the project takes: for example, eight weeks for interior design; two weeks for pricing interior design. When a client signs on, she provides a welcome letter with the schedule for the various project phases and target deadlines for completing each phase. She keeps clients informed on a project’s pace continuously. “If we get ahead, we let them know. If we get off, we let them know,” she says.
She’s also careful to make clients aware of how any requested changes would affect the project’s schedule and cost as soon as they bring up the request. This manages expectations in terms of timeline and budget throughout the project.
You can also use technology as a way to remind your clients about process, timeline and cost. For instance, builders can use Houzz Pro business management software to share project timelines with clients. Similarly, designers can use Houzz Pro to share project updates and track all communications and approvals, creating a central record for those clients who might lose track of some of the details along the way.
Step into your clients’ shoes
Designer Danielle Perkins of Danielle Interior Design & Decor in San Diego, California, finds that even when expectations are spelled out clearly and carefully, many clients living with construction often start to get a little stressed after about six weeks.
“Their routine is not their normal routine. The kitchen may be in their living room. There’s dust everywhere. Things are out of place,” Danielle says. “Annoyance doesn’t come from the contractor or designer; it’s just the living situation.” It’s then that, if something goes wrong with the project – a delay, an unforeseen need to make a change to the project scope – tempers can rise. It may be that your client suddenly has unrealistic expectations and struggles to handle any changes that are simply out of your control as a pro.
This is the point in the project when it’s especially important to exercise empathy and really listen to your clients. “Sometimes they just want to be heard and vent and be understood,” Danielle says. Even when the problem isn’t fixable, letting them know you’ll see what you can possibly do to assuage concerns can still feel like help.
“Listening, understanding, putting yourself in their shoes,” are the keys for determining how to address problems, Tim Glass says. “Whenever you do that, it gives you the right answer.”
Tell us…
How do you manage client expectations? Share your experiences in the Comments.
Designer Danielle Perkins of Danielle Interior Design & Decor in San Diego, California, finds that even when expectations are spelled out clearly and carefully, many clients living with construction often start to get a little stressed after about six weeks.
“Their routine is not their normal routine. The kitchen may be in their living room. There’s dust everywhere. Things are out of place,” Danielle says. “Annoyance doesn’t come from the contractor or designer; it’s just the living situation.” It’s then that, if something goes wrong with the project – a delay, an unforeseen need to make a change to the project scope – tempers can rise. It may be that your client suddenly has unrealistic expectations and struggles to handle any changes that are simply out of your control as a pro.
This is the point in the project when it’s especially important to exercise empathy and really listen to your clients. “Sometimes they just want to be heard and vent and be understood,” Danielle says. Even when the problem isn’t fixable, letting them know you’ll see what you can possibly do to assuage concerns can still feel like help.
“Listening, understanding, putting yourself in their shoes,” are the keys for determining how to address problems, Tim Glass says. “Whenever you do that, it gives you the right answer.”
Tell us…
How do you manage client expectations? Share your experiences in the Comments.
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I implemented a client handbook about a year and a half ago and while it sounds dramatic, I think it changed my life. I didn't know what to call it at the time so I called it that for lack of a better term. Since doing so I have seen all sorts of things pop up with the same name, so I suppose I was onto something. lol I warn my clients it's a long read (maybe 40-45 minutes if you read fast), but it's time well invested before beginning a project with me. I send it to them when I send their contract. When they sign their contract they are agreeing to all the terms in the contract (more basic, legal type stuff) AND the client handbook. The handbook is all about managing expectations and covers many topics ranging from what to expect from me during this process, what I expect from them, and basically also some pitfalls. I set boundaries with regards to communication as well. I let them know I'm old school and that I feel phone calls before 7am are rude (hello builders!) and after 9pm are also rude and the same goes for texts. That while I work from home I do try to keep business hours and that my preferred method of communication is e-mail. Doesn't mean I won't reply to an e-mail on a Saturday or late at night, but when you reach out to me, don't expect a reply until the next business day. Then we usually find our flow and sometimes text or do phone calls. I let them know that if they are in a situation where something is time sensitive (like they're standing in front of a pair of antique french doors and need to know if they will fit in a certain spot) then just call me. But if it's something that can wait just e-mail. I describe a few projects where we had some problems with communication so we can avoid those same problems in the future. I try to get better over time and learn from my mistakes. One thing I've learned is that a lot of people just don't know what to expect. The more I fill them in ahead of time the better and I also have to remember that I'm the boss here. I'm the one that needs to steer the project, take charge of the communications, and be the professional. Since I implemented the handbook every one of my projects has gone a lot more smoothly. If people don't know what to expect it can open the door for disappointments. If you coach them along the way and under promise/over deliver then you usually stay in a good place. Along with that also means listening to your gut and watching out for red flags. If I come across someone I just genuinely feel I won't be able to please or I think we will not work well together then we don't have to. I give them that out before we start. Communication is everything!
Mine is called a PPG - project programming guide. That combined with my very short general agreement sets the stage for the project. If they can't create program there is no project - the first step to realize the project is theirs.
I have a project Gantt chart for a typical (!) extension project, up to completion. I go through this step by step at the initial consultation meeting. programming should be clearly understood by all parties at the outset. Good design takes time. I have forgotten how may times I have fast-tracked projects (at the expense of other projects) to find the work has not started on site because the tender process took far longer. Most people expect projects to take 6 months start to finish. my experience is that it takes at least 9 months (where permissions are required) and over 12 months for newbuild.