1. Speak “tech” all the time.



Some folks may
find it impressive that you know the ins and out of UNIX and how your
last open source coding project attracted media attention, but the
majority do not. Especially when acronyms start spewing forth with
articulated speed. Keep in mind that executives are employed to keep you
employed and need to understand your ideas to communicate them to
stakeholders and customers. One way to minimize “tech” talk is to
include the following words into each technical statement: We are using
[technology/programming language] to enhance [a specific part] of our
business. YOU know why you chose a specific technology or solution – it
might not be obvious to others. Make it obvious – relate it to the
bottom line and people will start respecting your statements instead of
avoiding you in the lunch room.

Change
is all around you – but often last in the IT department. If your client
has thousands of dollars invested in a specific technology, rocking the
boat is a dangerous proposition. Pick your battles wisely and create a
one-page new media proposal; setting up some expectations up front for
future web development is always a good thing. Imagine the site or
development project three months from the time you are engaged and spell
out the media or technology you will need. This will keep surprises to a
minimum. One-page proposals are short and specific to get your concerns
across.

Why do people go
with your services? What unique coding/customized solutions did you
provide? Lay it on the table in a case study format with powerful
testimonials. Create a case study (online/or hard copy) and a matching
referral “sheet”. Only send out the referral sheet with names and
contact information if they need more information. Make sure that you
put a case study request into the current proposal so you can build
another one later.

Find
out their web development budget ahead of time. Do they have the funds
for what you typically charge? Asking is daunting – especially with a
new client who may have started something and it’s going all wrong.
Don’t tell them you can fix it. Tell them you can fix it for X amount of
dollars. Be as up-front as possible and they will be more comfortable
later on in the process. Be prepared to walk away or offer a gap
analysis for a fixed fee.

You made it through the project with your sanity intact. Now it’s time to
cut the cord. Do you have the resources to help your client maintain the
site? Ensure that these post-project resources are built into your
contract from the beginning. Larger firms can usually provide support
and maintenance but if you’re a “lone ranger” you want to avoid those
late night calls for help. Set yourself up for success with an exit plan
before you begin the project.