50 ways to (more or less) leave your client

Probably the last thing you'd want to do as an independent consultant is to quit a client in the middle of a project. But sometimes, say Cohen and Rei nhart, that's best for you and the client. The authors even spell out the b enefits. There are such things as no-win situations, in which it's better t o cut your losses and run. Based on their own experience over many years of providing consulting servi ces, Cohen and Reinhart have identified several scenarios in which "firing" a client is best. They include a a suspicion of unethical practices incompetence unrealistic demands miscommunicated expectations disrespectful or inconsiderate actions organizational dysfunction. Cohen and Reinhart also advise how to end a client relationship in the best way, depending on the circumstances. You can take a range of actions-from just walking away to sticking it out and saying nothing to confronting the issues head on to trying to fix the problems. If you have to leave, it's be st to give the client a referral or other options to complete the unfinishe d work. Cohen and Reinhart also provide some guidelines on how to identify a "great client" and how to clarify expectations early on, thus making it unlikely there will be a premature breakup. Then, they tell you how to have closure.