One of the less tangible, less immediately "visible" reasons for the loss of either a new-business pursuit, or an existing account, is a misalignment between organisational cultures.

I’ve seen this happen on a number of occasions. One that springs colorfully to mind involved an SME client, quite some years ago:

A sizeable print management firm was pursuing an account with the Australian operations of a large consumer goods multinational.

This was a big-ticket opportunity with print requirements that included high-volume direct mail campaign activity. The business development operative (‘BD’) on this account had, for over a year, been aggressively endeavouring to win over the account from a competitor. Each time he’d gotten close to potentially consummating the deal, however, this potential client appeared to back off.

Finally, he’d moved the relationship to the stage where a serious, formal proposal had been requested of him . . . the point at which he contacted me.

When the Client’s Psychology Differs from Yours

Conducting a detailed interview with this BD to understand the client’s psychology, it became clear to me that the BD’s, and the print management firm’s, aggressive and gung ho culture was at complete loggerheads with the far softer, more relationship-respecting modus operandi of the client organisation.

It didn’t take me long to work out from an analysis of the historical dialogue that there was, in fact, no lack of interest in the service and other aspects of this provider’s offer. Rather, there was push-back based on this BD’s manner and approach.

He didn’t see it.

Not only was he oblivious to it, he advised me that – when I’d produced the proposal he was tasking me with – he intended to brandish it forcefully before the client representative with an ultimatum that they make a decision forthwith or . . . well, the rest of the intended statement was quite colorful.

With some considerable persuasive effort, I managed to convince him not to take this stance. I suggested that, instead, he recognise the nature of the corporate culture he was dealing with and take a far more empathetic approach.

Long story short: A little bit of “empathy” and a couple of weeks’ more patience on the BD’s part, and he bagged a new, $20m per annum account for his employer.

The moral of the story is this:

The Client Knows . . . Either Consciously or Subconsciously

When pursuing any type of account, project, implementation, or other form of deal that requires your people to work closely with the client organisation, take culture seriously.

Even if the potential client doesn’t consciously recognise the reason for any resistance on their part, he or she will  – at a gut level – detect cultural misalignment.

And even if you do win the deal, a poor cultural match has the potential to be, at best, a constant challenge in the ensuing relationship. At worst, it has the potential to create disaster.

Here are five steps you can take in the event that you sense a potential cultural mismatch:

5 Steps for Averting or Dealing with A Cultural Mismatch

1. Determine the degree of mismatch.
   
   
2. Determine whether or not this has, or may, cause misalignment in more tangible ways as the relationship progresses.
   
   
3. If, given consideration of these facts, you decide to press ahead, map out a strategy for addressing and – to the greatest extent possible – overcoming the mismatch. Where possible, make the elements of your plan measurable by, for example, formulating strategic Key Performance Indicators (KPIs).
   
   
4. Recognise that this will be an issue that needs constant monitoring throughout the life of the project or contract.
   
   
5. Be upfront with the client about your plans and efforts. Again, you’re probably only kidding yourself if you think they’re unaware of the cultural misalignment. Far better that you demonstrate your awareness and your proactive approach to ensuring a successful working relationship.