1. I allowed the client to lead the hunt. Being right behind him isn’t so bad. I can still see what he doesn’t, prepare for the “what ifs” and fill in when he is unable. If I’m farther behind, I’m at the mercy of his lead. In my client situation, he insisted that he lead. For instance, he determined that a project timeline was not necessary and that we should just continue, milestone to meeting, until we completed the project. I know better and should have had a schedule in my mind. As a result, the project drifted and now he’s unhappy.

2. I allowed my client to chase rabbits. While he was off in the woods and weeds, preoccupied with other things, I allowed him to delay meetings, decisions and approvals I needed to keep the project moving and on track. So much time elapsed that the momentum and the urgency were lost. It wasn’t until he began getting pressure from his superiors that he returned his focus to our work and frustrated with me for being behind.

While I could make a case that I did nothing wrong; that the delays are his doing; and that I was simply following his lead; nonetheless, he is the client and I am the professional. In the end, it’s my responsibility to ensure proper execution.

Just because clients insist on leading the engagement, it doesn’t mean they fill your role or excuse you of your responsibilities. You don’t need your client’s permission to own the space. Just own it.