April 2007
Question:
I have read a number of books that say that a consultant should be sure to provide value to the client. In one case the author stated that a consultant should charge the client based on the value added for the client. How does a consultant go above and beyond to provide more value for the client?
Answer:
A successful client-consultant relationship provides more value for the client than the client expected. Think about how delighted you are when you receive more than what you expected: Fresh flowers in your hotel room, a complimentary mug with your breakfast buffet, a free chocolate sample with your bakery purchase, or a free car wash with your oil change. A relationship focus makes it easy to remember to add extras to the project that have value to the client but cost you little.
A solid client consultant-relationship with high-impact results is built when two things happen. First, the job is completed on time, within budget, and with the highest quality possible. And, second, both the client and the consultant would be pleased to work on another project together. The consultant creates value for the client in three ways to ensure that this happens. These three differentiators transform a consultant’s work from “good to great.”
1. The consultant customizes the solution for the client. No stale answers, no been-there-done-that solutions, no band aid approaches. Value is added when the consultant searches for an original answer that addresses the clients unique needs. Although there is a place for best practices, a great consultant provides fresh advice and distinctive solutions that build on best practices.
2. The consultant challenges the client. Consultants are paid well because our work is not easy. We push back, we force clients to crawl out of their boxes and push them out of their comfort zones so that they can see themselves—both personally and organizationally—as they really are. A consultant does this to help the client see that it is not usually the “situation” that is the problem, but that in many cases the individuals or the organizations may be the road block to success. Once clients see them selves as they are there is a better chance for them to envision how they could be. A great consultant builds a trusting relationship as a foundation on which to provide constructive, candid, and at times difficult, advice.
3. The consultant creates the client’s independence. Consultants are not there to make the client dependent upon them, but to ensure that clients receive the maximum return on their investment. A lasting impact only occurs if the consultant ensures that the client has the competency required to sustain lasting impact. The great consultant ensures that the client owns the solutions before walking out the door and inherently knows that this is the best way to be invited back.
Building the client-consultant relationship is a process that takes time and energy. Building the relationship is equally as important as your expertise. Do it because you care. Caring—truly caring—is a powerful business advantage. When you do this, you will have added value.
Question: I would like to get into consulting, but I want to learn more about it. I have a couple of your books that address the business, legal and marketing side of being a consultant, but I learn best from stories. Is there a journal or a book dedicated to learning what consulting is all about?
Answer: I recommend that you get a copy of Building a Successful Consulting Practice, edited by Patricia Phillips and published by ASTD Press. The book is valuable to anyone interested in starting a consulting practice. It discusses the factors that a future consultant should consider. The book contains thirteen case studies by successful consultants about starting and building a consulting practice and covers topics such as building a global consulting practice, managing the transition, the role of people and relationships, and maintaining life balance.
I also highly recommend that you network with other consultants. Take a consultant to lunch and ask some of these questions:
- How long have you been a consultant?
- How did you start?
- Why did you decide to become a consultant?
- How would you describe the consulting you do?
- How have you structured your business and what are the advantages and drawbacks?
- What do you do for clients?
- What is a typical project like?
- What is a typical day like?
- How do you market your services?
- What is the greatest challenge for you as a consultant?
- What would you miss the most if you quit consulting?
- What should I have asked about, but didn’t?
