I don’t know about you, but I’ve had my share of clients I regret taking on. Not many, but it doesn’t take many to make you realize you just can’t make a habit of it. Entrepreneurial skills do include dealing with difficult clients, but I’m not talking about guys that are high maintenance; I’m talking about those who make it impossible for you to give them what they want. A real lose/lose situation – no chance of achieving success.

How can you recognize a prospective client who will be the bane of your existence? The clues are nicely covered in Four telltale signs of a nightmare client. I hope they don’t mind my quoting them:

1.    The client is not clear about what he or she wants but somehow expects you to produce it without their detailed input. If they are too busy to either describe the project or to put you in contact with the people who can, watch out.

2.    The client reports having had a lot of problems with previous consultants — a pattern of “problem” consultants might be a sign of a problem client. (Don’t think your entrepreneurial skills will change that – it’s a crap shoot).

3.    The client is ignorant about technology and has no competent staff. This client may expect you to wave your magic wand to give them some magical business advantage, while having no understanding of the complexity or expense of serious computer systems. (My note: you can substitute ‘technology’ and ‘computer systems’ in the first and last sentences with whatever relates to your field. The point is: the client has no real understanding of what you do).

4.    The client makes it clear that they are looking for a bargain and focuses entirely on cost in your early contacts. (Don’t waste your entrepreneurial skills on trying to figure out how you’re going to live on what little he’ll pay you).

If a client looks like he’s going to be trouble, don’t even waste your time – no matter how much you think you need him. Put your entrepreneurial skills to work to get more prospects, and take on the guys who really want to achieve success.

Games consist of two teams – yours, and the opposition. But sometimes we find opponents on our own team. And sometimes we become our own opponents.

You’ve probably run into this phenomenon: you think everyone’s on board and with the program, and you think you’re doing all the right things. Nevertheless, you find yourself continually blocked in your efforts to achieve your goals. There could be all kinds of reasons for it, some of them are even understandable, but they seem to go on and on. It’s just one thing after another.

There’s a good chance you’re running into unidentified opponents.

Sometimes the opposition has an internal source – lack of confidence or some other personal aspect that seems to be working against you – and sometimes the source is external – someone you’re working with isn’t really with the program, and may even be working against you.

Entrepreneurial skills training helps eliminate our ‘inner opponents,’ but a vital part of achieving success involves identifying those who seem to be team members but aren’t really on the team. Benign or aggressive, they are opponents in that they’re not really part of the push forward.

If you’re having trouble in your quest to achieve success and feel like you’re up against a brick wall, have a close look at your associates. And have a talk with them to verify that you’re on the same page. Are they really on board? If not, you either have to resolve the disagreements or differences or go your separate ways.

Life is too short to spend a lot of time trying to get team members up to the point of being willing to play. There are plenty of people who don’t take convincing – they want to play the game. And win.