Client Archetypes in UX Product Design: When and How to Collaborate and When to Walk Away

It's like the first day of school when starting a new project. It's a whirlwind of creativity getting to know the client team, understanding the product needs and business objectives, the team vernacular/acronyms, and so on. (I refer to it as learning Greek in week.)

Learning curve aside, you may find yourself dealing with some characters that can be the real challenge. While every project is unique the client team might not be. You’ve probably worked with personalities that follow the same patterns. Recognizing these archetypes can save you loads of time, headaches, and ensure that the end product is something that you and your client can be proud of. After all, if the deliverable is bad, as the designer it's a direct reflection on you even if your suggestions were ignored. Not fair, but it's a visual medium.

Let’s explore the primary client archetypes and how best to manage them—or know when the red flags tell you to just walk away.

The Visionary

The first archetype we encounter is “The Visionary.” These clients have ideas bursting from their brains like confetti at a parade. They're excited about what they want and often have a pretty clear picture in their minds of what they envision, at a high level. I love working with these folks. They usually have an appreciation for the value of "team" to actualize their vision, so are more likely to listen. They're pleased you're bringing skills to the table they don't have. They enjoy learning from you. After all, that's why you're there, right? With that said, there are challenges to be managed.

Telltale Signs:

- Over-enthusiastic descriptions: They speak in vivid imagery about their ideas, often using grand big picture, nebulous visions that make you question their ability to articulate specifics in a realistic, do-able approach.

- Constant innovation: They might pivot their ideas on a dime, generating new requirements mid-project. They're the "what if we could..." or "wouldn't it be cool if..." guys.

- Inconsistent feedback: What they love one day might be the worst thing ever the next.

Why They Behave This Way: Visionaries are often super passionate about their projects. This can come from a genuine desire to make something great, but it can lead to unrealistic expectations when it comes to executing the grand idea.

Communicating with Them: Speak their language by embracing their vision while gently grounding them in what’s feasible. Just don't become the dark cloud that's always raining on their parade. Use metaphors, relatable anecdotes, or visuals to illustrate the practical side of their ideas, showing how their brilliance can be realized without losing its spark.

The Visionary

The Indecisive

Next up, we have “The Indecisive.” This client struggles to make even the simplest choices, whether it’s color schemes or layout designs. These folks can be really frustrating so it's incumbent on you to gain there trust.

Telltale Signs:

- Analysis paralysis: They seem trapped in the endless loop of options, often asking for more samples to "just see what else is out there."

- Frequent revisions: Every decision leads to changes and confusion reigns supreme.

- Constant consultations: They may seek the opinions of friends, family, or even the barista at their local coffee shop before circling back to you.

Why They Behave This Way: It usually comes from a fear of making the wrong choice or a lack of understanding about the design process. Whether it's concern for the product itself, they're just a little green, or they're in a difficult environment with demanding leadership of their own, it's helpful to understand the driver of their behavior to better build the trust.

Communicating with Them: Offer limited options to reduce overwhelming them. Present choices with pros and cons laid out clearly, explaining the rationale. Reassure them that you’re on their side and they can trust your expertise to guide them. Explain that part of your job is to make them look good.

The Micromanager

Now, let’s discuss “The Micromanager.” This is the type who feels the need to oversee every tiny detail, often leading to a clogged workflow. I probably don't have to get into too much detail on this one. We've all been there.

Telltale Signs:

- Endless emails: You’ll receive check-ins asking for updates before the agreed upon deadlines.

- Direct editing: They might send back revisions with specific requests that don’t necessarily align with best practices. They don't acknowledge commonly understood boundaries. They rationalize that because they use websites and apps all the time, they know what's good. Ugh.

- Excessive meetings: You’ll find them wanting to schedule calls for every decision, no matter how small.

Why They Behave This Way: Often, it stems from insecurity or a lack of trust—either in their team or in the process as a whole. Either they've been let down before, so they're mitigating a repeat or they're Type A personality that simply needs to be in control. It's good to figure out which one quickly to know how best to manage.

Communicating with Them: Set up a defined roadmap for the project. Discuss and document guidelines that outline what aspects will be collaborative versus autonomous, setting clear boundaries in writing. Keeping them in the loop while gently pushing back against their micromanagement instincts will help build that trust.

The Fake Expert

Finally, we reach “The Fake Expert.” This archetype is a tough one. They might not have the full technical knowledge but sure know how to chat a big game. They've spent some time on blogs, been around UXers enough to pick up some terminology, and have bluffed their way through with other members of the client team.

Telltale Signs:

- Buzzword overload: They’ll throw around terms like “SEO optimization” and “UX frameworks” without a firm grasp of what they mean.

- Defensive behavior: If you challenge their suggestions, they become overly defensive rather than open to discussion. They lean into "nobody does it that way" or "everybody knows better than that" rather than actual fact based points of discussion. And even worse, they may throw out bogus data to win their argument. (Following up with, "that's interesting, I'd love to see that report" usually shuts that down.)

- Stubbornness: Even when presented with facts or counterarguments, they cling to their point of view, even doubling down on inaccuracies.

Why They Behave This Way: Often, they feel threatened by their lack of knowledge and puff themselves up as a form of defense or authority. They don't want to be exposed as imposters, having bluffed their way through to this point.

Communicating with Them: Approach them gently but directly. Use real-life examples to enlighten with facts without invalidating them. Focus on building rapport and educating them in an even-handed way, helping bridge their knowledge gaps. Just know that this can be a precarious position to be in. They may be more likely to replace you with someone less qualified than risk being exposed if they really dig their heels in.

When to Walk Away

Only twice in my career, have I been dismissed, and in both instances it was due to the Fake Expert. Sometimes, no matter your skills, a relationship with a client may be doomed. Executives that put ego or self preservation before the business likely won't be swayed. Looking back, I probably should have stepped away earlier and moved on to something less toxic. I'm not a quitter and do not advocate walking off projects, but there are red flags you can pick up on early if deciding whether to accept a project, or choosing between jobs, or even completing an early phase of a project.

At the end of the day, the finished product is a reflection on you, whether you had voice in the outcome or not. Ask yourself if you would be embarrassed to put this work in your portfolio? Might a future client pass you over by having it there?

In conclusion, identifying and understanding these archetypes can pave the way for a more collaborative project. The common word used throughout was "trust". Building trust so the team readily accepts your expert recommendations is key to delivering the best product - one the whole team can be proud of.