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They did what they were paid to do. Every week, the team parked at our curb, unloaded the mowers and mowed the lawn. Funny, nobody thought it was a problem that most of the lawn was dead. If they didn’t show up for a year, it would still just be dirt.
I never received a call or email suggesting that the lawn company noticed a problem or could solve it. They were willing to come out and “take a look” when I raised the concern, but no suggestion that they were aware of any issue despite their weekly visit.
Of course, fixes for my problems ranged in cost from a lot to a ton. “Too bad we didn’t intervene sooner” was their only comment. Now the damage would take exponentially more time and energy to rectify. If I wanted to proceed, I could sign on the dotted line within seven days, and they’d get me scheduled.
Great! Where can I sign?!
The truck showed up and dutifully fixed the lawn and pruned the trees. Problem solved.
When it looked like crap again, I had to call again. Funny, nobody on the crew who came to my house week after week noticed that we were back where we started.
I am their customer; they are my vendor… not my partner in lawn care.
A lot of consultants, both internal and external, behave as if they too are vendors, don’t they? The problem is that they should be less focused on the boundaries of the contract and more on their partnership.
Vendors do a job for money; it’s a transaction. Partners do too, but they’re also invested in the relationship.
Too often HR gets stuck in that transactional role as do consultants, managers, and countless others. If you want to change the way others see you and move from vendor to partner, here are five changes to get you started on the right path.
What’s the trick to move from vendor to partner?
Empower your people (and train them well)
Nobody on the lawn team went back to the office to share that my lawn was dying a slow, painful death. Why not? Were they afraid to speak up, didn’t give a hoot or simply not trained to share what they see with the leaders back in HQ? If you’re making a transition from vendor to partner, it’s not only you who has to make the leap but your team too – the ones on the ground, executing the work.
Speak up no matter what your level.
It’s a tired old saying that sticks around because it’s true. The most successful and famous leaders in the world still put their pants on one leg at a time. You’re not so different. Don’t be intimidated and let someone’s big title stop you from sharing your observations. Your insight or approach could be the key to success .
Raise issues in service of success, not only more business.
We’ve all worked with people who are constantly selling us, and it sucks. One of my favorite partners helped me uncover issues and create solutions for problems that were not in their sweet spot – they simply had visibility that I did not. Partnership isn’t a non-stop sales meeting.
Be on the same team.
My lawn guys are not on my team. Yes, I hire them, and they do work for me, but it’s all one-sided. It holds back consultants too : “I was contracted to do this and it will be on your desk in the morning.” When you’re on the same team, you’re not only delivering a slice of work but working together. It’s a mindset that’s transformational for your relationship.
Listen.
Sounds dumb, right? Everyone says, “Leaders listen.” The trick is to listen without formulating your next pitch. When I really started to listen to my clients, instead of trying to wow them with my smarts and competence, I added more value. I heard their concerns about the future and issues they struggled to mitigate. I listened, shared my perspective, and brainstormed with them – I was a trusted advisor.
Related: Business Owners: Should You Stick It out or Move On?
If I called my lawn service today, and asked if they wanted to move from my vendor to partner, and had suggestions on how we could make that happen, they’d probably hang up the phone and never come to my house again. Not every small business, consultant or manager wants or needs to be a partner. Do you?
Ask Yourself:
Do you say you want to be a partner and behave like a vendor?
Do you tell your client’s you’re their partner, but not tell your team they’re in it too?
Are you thriving as a vendor – and that’s good for you?
How can you build your relationship and not only your project scope?
Would love to hear about your experience on either end of the spectrum or making the transition.