Hold yourself responsible for a higher standard than anybody expects of you. Never excuse yourself.
Henry Ward Beecher
Eliana could feel the perspiration trickle down her back. Wow, this was one long sales call! She’d been meeting with the CEO, Nicholas Marino, and his senior level staff for almost 90 minutes now. She had been fielding questions for the last hour. She wasn’t sure whether she should be feeling good about the questions or not. This was a big project: It would last about nine months. She was excited, because she was certain she knew how to take the company from where it was to where it needed to be.
She had a fleeting thought about all the preparation she’d done for this meeting. Did she do enough? She reviewed her mental checklist: confirmed she understood the RFP, met with the COO to identify his thoughts about measurable outcomes, spoke with the talent development director to review the engagement study results, and analyzed the evaluations of the project she’d completed with the company the previous year. Had she missed something?
Maybe they didn’t like how strongly she declared the commitment that would be necessary? Maybe she shouldn’t have been so adamant that their culture would not support the intensity the plan required? Maybe she should have used their names more often? Maybe she had scoped the effort wrong? Ah! She could reframe the plan with less emphasis on operations. “So what you’d like me to do, Mr. Marino, is to …” Eliana started.
“Nick, Eliana, please call me Nick,” he interrupted. “We’ve been working together for almost two years. This project is important to the company, right, everyone?” He looked around as all the team members smiled and nodded their heads. “Our competition is snapping at our heels and we need to increase our agility—our ability to get in step with our customers’ needs faster—much faster.”
He went on, “I think your response to the RFP and your clarifications today about our concerns have been spot on. You know us well and you should be challenging us the way you have. We need to support this effort and we need someone like you to hold our feet to the fire!”
“Thank you for that. I do know a great deal about your company and its personalities!” She smiled as everyone around the table chuckled. “So as I surmise from your questions, you would like me to …”
“Stop right there, Eliana. I like your plan. I think we all like what you proposed. The concern that I have is that you haven’t priced this properly,” he stated. Eliana started to sputter, saying that she thought she’d given them a great deal.
“Now, wait a minute, Eliana, let me finish. I wanted to say that I think that you have underpriced this project. We will gain great value when this project is completed. I think I speak for the team when I say that your projections are achievable and they will make a difference—a huge difference. But to do that, I’d like to increase the number of interviews you’ve suggested; we need to tap into your expertise more, and everyone in the company should have more access to you throughout the process. What you are offering ensures that we will maintain our competitive edge and will grow our customer base. We’re all in and you’re the right person to take on this challenge. So if you are all in, too, I’d suggest that you increase your fee. The value to us far outweighs the price tag you’ve offered. Are you with me?”
All Eliana could do was grin and nod.
■ ■ ■
You started your business to serve clients. Serve them well! This can only happen if you are continually aware of building the relationship you have with each of your clients. That’s apparently what happened to Eliana. She had been successful with her past projects. She had built a relationship with her client. And she had delivered value above and beyond what was expected. Before you think that this is just a fairy tale, I need to tell you that something very similar to this happened to me.
You started your business to serve clients.
Your initial contact with a new client is more important than you can imagine. Your comfort with one another and your ability to communicate clearly and candidly are critical to start on the right foot.
The success of your interactions and the results of your project will establish and build your relationship and help you to maintain a client for a long time. There is an interesting phenomenon that the longer you have clients, the longer they will continue to be clients. Now mind you, this is not about building a client’s reliance on you. It is about a client who thinks of you whenever a new project comes up. With the frequent changes that businesses go through today, that can be often.
In these relationships, you become too valuable to lose. Your reputation for getting results, your knowledge of the organization, your rapport with key managers, and your experience with the political and operational factors of the organization cannot be replaced—at any cost.
Why would you want to encourage repeat business? Here are a few good reasons:
Are there times when repeat business is not valuable? Sure. Check the sidebar for reasons.
Repeat business has so many advantages. Are there ever times that repeat business could be detrimental to your consulting business? Yes. Repeat business can be a disadvantage if:
So how can you get to a point at which your clients market you? First, you must identify the project and how you can add value; your first meeting will most likely determine that. Next, you must build the relationship. Every interaction, every product, and every result will make a difference. Finally, you must maintain the relationship. The project ends, not the relationship. Your sincere follow-up will maintain the relationship.
The project ends, not the relationship.
Your initial meeting is critical. It sets a tone for the rest of the relationship, which is why it is important to be yourself in this meeting. Many consultants come prepared for their initial introduction with a “dog and pony show”—a slick PowerPoint® presentation, materials in a bound folder, and a precisely worded presentation. If that’s your style and it works for you, continue doing it. We try to create a conversation with the client; that’s our style. It’s natural, and it sets the tone for the rest of the relationship. How do we fare? We are regularly pitted against the top consulting firms in the United States—many of those listed in Chapter One. We are awarded the work a much higher percent of the time than not. Be yourself. If you land the project, it will be difficult to continue the charade you used to get it.
The skills you need for this first meeting read like an Interpersonal Skills 101 class:
Your personality, not your expertise, will land most contracts. That may disappoint you, but it is the truth. Sure, you must have the basic skills in place, but that’s a given. Your wit, charm, sincerity, professionalism, and interpersonal skills will be the deciding factor at this stage.
Your personality, not your expertise, will land most contracts.
A quick measure of how you’re doing can be determined by how much you are talking. If the clients are doing the majority of the talking, it’s a sign that they feel comfortable with you and that you are asking appropriate questions. If you are doing more talking, more selling than listening, your chances of successfully landing this contract are decreasing.
I’d flown from Wisconsin to Virginia to meet a potential client. I’d just started my consulting business and didn’t even think to ask for reimbursement for travel. This client had the name recognition that I needed and a project that was a piece of cake for me. I knew I could do this.
I met Bill in his office. He had scheduled a one-hour meeting with me. As I sat down I sensed that he wanted to get to know me better, so we started off with some small talk. The more questions I asked, the more he talked. I tried to guide the discussion to the project and why I was there, but Bill continued to talk about his situation. I heard about his kids. I learned that he really wanted to be a college professor. And I heard about his back problems.
The hour passed quickly. As he looked at his watch he said, “Oops! I’m late for a meeting. Gotta go.” I dropped the proposal and a brochure on his desk, shook hands, and said it was great to meet him.
All the way back on the flight home I berated myself. I was never really very good at closing a sale. And now I couldn’t even open this one! What a waste of time and money.
A week passed and I was still upset with myself. Then I received a phone call from someone I knew inside the corporation who asked me, “What did you do to Bill?”
“Why?” I asked warily.
My friend said, “Bill says you are going to design a corporate communications class for us, teach our sales force some new tactics, and coach our senior executives. I’ve never seen him this excited about a consultant! Congratulations!” I hung up the phone in such shock that I don’t remember thanking him for the information.
Was this a fluke? I think it was. Do I recommend that you conduct your sales calls like this? Absolutely not! This experience, however, does demonstrate the value of listening. If you are doing more than 50 percent of the talking, you have probably already lost the sale.
The relationship you begin to establish during the first meeting lays the groundwork for a solid client-consultant partnership—in which both the client and the consultant are equal, contributing counterparts in an effort to accomplish a mutual goal.
Building a partnership with your client may be similar to building a friendship or a team. Let’s explore building a client-consultant partnership in four phases: (1) finding the right match, (2) getting to know one another, (3) being productive, and (4) creating independence.
Phase I focuses on finding the right match and deciding whether you and the client can work together. When you are introduced to someone, you make decisions about whether you want to pursue a relationship. Even though you and your client may already be discussing the project, a final decision about how to move forward has not been made. I have been in this phase for as little as 10 minutes and as long as a couple of months.
Phase II focuses on getting to know one another. At this point a commitment exists to move the project to the next level. The relationship is moving forward as well. Both parties are learning everything they can about each other and how to work together effectively.
Phase III occurs when you and your client are productive. The project is in full swing. If you and your client have worked on the relationship, your partnership is in full swing as well.
Phase IV focuses on helping the client become independent. The project is coming to a close. By focusing on the client’s independence, you ensure that the organization continues to be successful. Equally as important, you ensure that your relationship continues to be healthy.
During this phase, you will focus on two areas: obtaining information and setting expectations. Both lead to a final decision about whether to move forward with the project.
Prior to meeting someone of interest, you may ask questions and try to gather information about them. Prior to meeting a client, you may choose to obtain the best information available about the organization on the Internet. How? Ask people. Go to the client’s website, visit the library. Check the industry journals. Obtain a copy of the client company’s most recent annual report.
If you are meeting someone from an industry that is new to you, become familiar with the general industry jargon. Reading several industry journals will help.
This is also the time to define the scope of the effort. Your client may not be able to answer all questions at this time, but it is important that you clarify the scope as much as possible. You may find that the project is larger than you want to take on.
We’ve found it valuable to discuss past projects for which the client used consultants. Answers to simple questions such as, “What went well?” and “What would you do differently?” provide information about how the client likes to work.
Your client will be obtaining information from you, too. Be prepared to provide references, and encourage the client to call them. Speaking with your former clients gives a potential client confidence in your abilities. Last, discuss your consulting fee and how you invoice.
Establishing expectations between you and your client lays a solid foundation for the relationship. The process is often referred to as “contracting.”
Contracting is the process by which you and your client identify, clarify, and agree on both of your needs, wants, and expectations. Contracting is critical in the first phase, because it is here that you and your client will begin to build your partnership, begin to clarify the project, and begin to understand and appreciate one another’s principles, styles, and values.
In his best-selling classic Flawless Consulting, Peter Block (2011) explains contracting as the process to reach “an explicit agreement of what the consultant and client expect from each other and how they are going to work together.” Your contracting discussion should explore and come to agreement on the following:
As a result of this discussion, you should have a better idea of the client’s ability to support the effort, some of the values that you share and where you differ, the client’s vision for the project, the organization’s support for the project, and your desire to complete the project.
In addition, you should have determined who your primary client is. The primary client is most often the individual who hired you for the project, but on a few rare occasions it may be another department; human resources, for example, may actually bring you in and provide the budget for work you conduct in another department.
You will also have secondary clients and stakeholders. They are the individuals who are affected by your work, but are not directing it.
Exhibit 7.1 identifies a list of questions you can ask yourself. Use it in two ways: it was designed for you to evaluate your behavior after the contracting meeting and to use it before the meeting as a reminder of all the things you must remember during the meeting.
Exhibit 7.1 Contracting Checklist
| Evaluate the contracting meeting with your client. | ||
| Did I: | ||
| Yes | No | |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
|
❑ | ❑ |
Questions represent the means by which the client and consultant determine whether they have found the right match. Either you or the client may find the following questions helpful:
Additional questions you might ask to learn more about the organization include these:
When you build relationships with individuals, you spend time getting to know them. You can do the same thing with your clients. This phase is typically considered the data-collection step in consulting. It is natural that, as you build the relationship, you learn everything you can about the client. You learned things about the client in Phase I, but now you are on-site, asking questions, touring plants, observing meetings, interviewing employees, or eating in the corporate dining room.
As with a personal relationship, the more you know about the organization, the better you will understand its people, its problems, and its culture. Every time you interview key employees of the organization, you influence the relationship. You will be gaining information about the organization’s attitudes, skills, and climate.
During this phase you have the opportunity to invest in the relationship by modeling appropriate skills. Every interaction is an opportunity to model good communication, teamwork, and high-quality work. The relationship benefits in two ways: you gain respect from the client and the client has an opportunity to observe your professional skills.
As a consultant, you need a good onboarding. Although many companies are taking advantage of gig workers, they have not updated their onboarding processes. You can be a hero by outlining your ideal gig onboarding plan. Then share it with your client to be used with other gig workers.
Initial planning takes place during Phase II. You will provide an analysis of the situation, recommendations, and a plan for proceeding. You will reach consensus around the plan as well as on how to keep the client informed. Provide ample opportunity for milestone meetings, progress reports, and other communication that will keep the client informed of progress. Maintaining an open line of communication will continue to build the relationship. If you spend the time getting to know the people and the organization, you will begin to build a trusting relationship.
Several books have been written about how to manage an external consultant. Chances are good that your client has not read any of these books and will be expecting you to manage the project and the relationship. During this implementation stage, you have the opportunity to continue to build the relationship through what you deliver and how you deliver your services.
All clients I have worked with believe that they are special and that their business is unique. Perhaps that’s human nature. Although you will find plenty of similarities from client to client, you must still study the situation with an open mind. Look for the differences. Those allow you to create customized solutions for the client more easily.
You will probably need to conduct one-on-one coaching sessions. Be honest and helpful. Building the relationship does not mean that you will agree with everything the individual does or says. In fact, once individuals reach a certain level, they rarely receive candid feedback from anyone within the organization. How many employees give feedback to the president?
Become an active member of the client’s team. You can do more as a part of the team than by maintaining your separateness. Become involved. Be aware of the “magic wand” syndrome. Some clients may believe that you have arrived to “fix things.” Permanent fixes only occur if you and the client work together in a partnership.
You will uncover things you wish you had not. The unexpected will occur. In every instance, be honest, candid, and timely about issues, problems, and concerns. Don’t be afraid to say, “It’s not working.” Keep the right person informed. Your honesty and candor will be respected by everyone.
While you’re in the thick of implementation, it may be difficult to focus on the day when you will no longer be involved in the project. However, this is the ideal time to plan for the skills your client will need to ensure continued success. Your client will brag about you if you make this happen. That means you must attend to it now through coaching, mentoring, and development. Continually create ways that lead to the client’s independence.
Keep everyone informed. You will not be able to communicate too much. Guaranteed! Find many ways to keep employees informed, such as memos, email, posters, telephone trees, town hall meetings, presentations, Q&A sessions, and paycheck stuffers. Help your client develop a communication plan.
As in any business, how you deliver your services is as important as the service you provide. Build your relationship with your client by providing superb service. As with any business, the eight commonly accepted elements of service that follow apply to your consulting practice:
Use the eight service expectations to conduct a self-assessment of your most recent client gig. How’d you rate yourself? Would your client rate you the same way?
As the excitement of the project winds down and you complete your final tasks with the client, you may not feel as enthusiastic about the project as you did when you started. This is natural, something like the post-holiday letdown that sometimes occurs. Some consultants avoid this unpleasant feeling by focusing on their next clients. They just drift away. This is unfair to your client. Finish the project completely. Maintain your standards of quality.
You still have work to do. Although you should have been building your client’s independence throughout the project, this is the time to confirm that the client has the tools and skills to continue without you. You may want to ensure that trainers are certified to teach ongoing classes, that supervisors are comfortable using the new computer program, that the project manager knows where to obtain additional information and support, or that the internal coaches know how to use the resources you designed for them.
You will want to ensure that the client knows to contact you with questions or concerns after the project has ended. We tell our clients that they can’t get rid of us! What we mean by that is that our initial consulting fee grants them the privilege to call us at any time with questions, when they need ideas, if they need advice, or if they just need to vent.
There is a fine line between making the client dependent on you and providing help when it is really needed. After you have worked with clients and know them well, it’s easy to provide additional ideas and support.
During this phase you will want to discuss continued communication. Identify who will be the best point of contact for future communication or follow-up. Let your client know that you will continue to maintain contact by sending articles, books, or notes and with periodic phone calls. Find out what the client’s needs are as well.
Celebrate the project’s success with your client. Celebrations are a great way to establish closure to the project. You could take the client to lunch or give a small gift that represents the partnership you have developed.
When you return to your office, don’t forget to send a follow-up note thanking your client for the business and the opportunity to provide service.
Exhibits 7.2 and 7.3 provide two Client-Consultant Partnership Checklists—one for you and one for your client. These can serve as reminders for what you can do during each phase to build the relationship or can serve as discussion starters for you and your client during the early part of your relationship.
Exhibit 7.2 Client-Consultant Partnership: Consultant Checklist
Phase I: Finding the Right Match □ Obtain the best information available about the organization and the industry. □ Learn general industry jargon. □ Define the scope of the effort. □ Require that the client specifically define expectations and who does what. □ Evaluate the client’s ability to support the effort. □ Identify shared values/differences. □ Identify the client’s vision for the project. □ Provide rates and anticipated invoicing plan. □ Obtain feeling for the organization’s support. □ Provide references. □ Discuss previous consultant efforts and biases. Phase II: Getting to Know One Another □ Learn everything possible about the client. □ Get inside the organization to understand its culture. □ Interview key people. □ Develop baseline information about attitudes, skills, climate. □ Model skills at every opportunity. □ Provide an initial plan. □ Build consensus around the plan. □ Plan for milestones, progress reports, communication. Phase III: Being Productive □ Study the situation with an open mind. □ Create customized solutions. □ Conduct one‐on‐one coaching sessions. □ Become an active member of the client’s team. □ Determine client self‐sufficiency needs for the future. □ Be aware of the “magic wand” syndrome. □ Be honest, candid, and timely with issues and concerns. □ Continually create ways that lead to the client’s independence. □ Communicate, communicate, communicate! Phase IV: Creating Independence □ Validate self‐sufficiency. □ Develop a system of continued communication. □ Determine best point of contact for future communication or follow‐up. □ Continue to maintain contact with articles, books, notes, and periodic contact. □ Celebrate success with the client. |
Exhibit 7.3 Client-Consultant Partnership: Client Checklist
Phase I: Finding the Right Match □ Meet with lead consultants. □ Request a proposal to ensure that the consultant understands the situation. □ Learn about the consultant’s company. □ Contact references and past clients. □ Obtain information: length of time in business, consultant’s background, type of clients served, repeat business, general reputation. □ Observe consultant in action, if possible. □ Check consultant’s experience in your industry. □ Identify shared values and differences. □ Determine capabilities versus needs. □ Determine flexibility and availability of consultant. □ Clarify specific expectations and who does what. □ Identify desired time frame. □ Discuss limitations (money, time). □ Discuss known/suspected roadblocks. □ Think in terms of a long‐term relationship: Is rapport evident? Is there a personal fit? Phase II: Getting to Know One Another □ Choose one person as a point of contact. □ Include the consultant on the team. □ Ask the consultant to help identify the problem as well as the solution. □ Provide telephone directory, rosters, email addresses, and other contact information. □ Add consultants to in‐house mailing list for newsletters and updates. □ Add to distribution list for pertinent teams. □ Provide feedback on employees’ initial reactions to the project. □ Discuss risk factors. Phase III: Being Productive □ Establish regular feedback sessions. □ Develop a tracking system for continuity. □ Be honest and candid with information and concerns. □ Communicate, communicate, communicate! Phase IV: Creating Independence □ Validate self‐sufficiency. □ Ensure that a system of continued communication is in place. □ Ensure that management is aware of next steps. □ Continue to provide news, success stories, and other insightful updates. □ Keep the consultant on the mailing list. □ Request advice if issues arise. □ Plan a success celebration. |
Consulting is about creating value for your clients. Read that statement again. Sometimes we as consultants know that to be true, but we sell our activities and think the decision will be made on price instead. News flash: Your clients probably do not care about what you do and how you do it. They have problems to solve and are only interested in whether you can solve their problems. They want results. That’s how they measure value.
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, or a free car wash with your oil change. However, none of these will ensure that you are a satisfied customer unless your original problem was solved. Was your hotel room clean, comfortable, and peaceful? Was the breakfast hot, tasty, and nutritious? Was your oil changed quickly and professionally? If yes, that’s when the extra value kicks in.
A solid client-consultant relationship with high-impact results is built when two things happen.
You need a value and a relationship focus. Value happens when you solve the problem. A relationship focus occurs when you add extras to the project that have value to the client.
Next to “How much should I charge?” the second-most-asked question by consultants is “How do I get more clients?” What they are really asking about is selling. We discussed marketing in Chapter Five, where I introduced you to the foolproof warm sales call. It is the best way that I know to get in front of your targeted clients.
But once you are in front of clients, you need to sell to them. Lots of consultants—me included—do not like what we perceive as “selling.” Think about it differently. Do you like to help your clients solve problems? Of course you do. How can you help solve their problems if you don’t work with them? You can’t. So some transaction needs to occur that allows you to help them. If it is helpful, stop thinking about it as selling your services. Stop thinking about it as clients buying your services.
Instead, help your potential clients see the value in what you offer by asking a few questions. Your questions should lead your potential clients to tell you the value of solving their problems.
In addition, create a conversation that gives them value immediately. These conversations can be so positive to the client that they will look forward to speaking with you again. You can do this by asking a few powerful questions. Remember earlier I said that if you are speaking 50 percent of the time you’ve lost the sale? Well, this is what you do instead. You ask questions that get them to do most of the talking. People like to talk about themselves. To help your clients understand how you can help them, ask four kinds of questions. I call them the 4Rs, and I plan one or two in each category before meeting with potential clients.
Start by building and strengthening the relationship with questions such as, “What’s happening in your organization these days?” or “I read about the big award your company received. Congratulations! Tell me about it.” Or “What’s changed since the last time we talked?” You could move into questions related to the problem, such as, “What experience have you had with …?” This gives you a chance to test the water, but should not be leading in any way.
This is where you can address the value of solving the problem. You probably know what the problem is they are trying to solve, but now you can gather more information about it. For example, you might ask, “How important is …?” or “By what percent could sales increase?” or “How would this affect profit margins?” or “If you don’t solve this, what will happen …?” Or even gather more data if you know what the problem is, such as how many people they lose each year; how it is affecting revenues; or by how much accidents have increased.
To get your potential client to relate to your solution, ask questions that draw comparisons or create a contrast between now and the future. It might sound like, “How does your current situation compare to what you want in the future?” or “Several of our clients are reporting the same issue … Do you find that too?” Another is, “If we could show you that … would that solve it for you?”
These questions will inform you about the decision-making process. For example, you might ask, “What criteria will be important to make this decision?” or “How will the decision be made?” or, my favorite, “If there were no constraints, what would you change and why?”
Finally, demonstrate how you can add more value to the discussion. Can you share your unique perspective or insight? Can you use an example about how you can help them avoid making bad decisions? Can you share pros and cons or a process to help them make the right decisions? Can you share testimonials? What data or information can you share to help them justify the purchase to someone higher? Can you discuss return on investment, or how the value will benefit the organization?
As a result of not selling, but instead asking questions that help to target the value the potential client is searching for, you will be able to help them justify a decision to buy from you. Help potential clients get clear on the value, rather than just seeing it as a cost. A good result for you is that by not “selling” you have convinced them that you can solve their problem and provide value.
Sometimes the reason consultants won’t go on a sales call is that they fear objections. Often the objection starts out that it costs too much, but that is rarely the real reason. It is more likely that the consultant didn’t ask enough questions to help the potential client see the value, the potential ROI, or the cost of inaction. Here are a few others I hear often, with a suggested response.
Sometimes providing options for a project gives you the edge over your competitors and provides a sense of control. Usually you will position the option that you think will best serve the client in the middle. See the example.
| Option 1 | Option 2 | Option 3 |
| Everything in option 1 plus | Everything in option 2 plus | |
| Team interviews | Industry focus groups | Three months of director coaching |
| Competitive analysis | Presentation at the offsite | Three months of executive coaching |
| Recommendations | One month of director coaching | Three monthly strategy sessions |
| Weekly implementation support | ||
| $11,000 | $21,900 | $42,500 |
Once the project starts, consultants can add value for clients in numerous ways. Sometimes you will be able to include these examples in your initial discussion to demonstrate how you add more value than was originally expected. Adding value is the mark of an excellent consultant. What do we mean by adding value during the project? We already mentioned adding a guarantee to your work. Here are three additional examples that can be differentiators to transform your work from good to great.
Caring—truly caring—is a powerful business advantage.
A hot topic in the consulting world is high-value clients. Who are they? How do you attract them? Why does it matter?
High-value clients are those who hire you as a consultant because they know that they need you. They value your insight, experience, and expertise. The assumption is that they also pay well because they are looking for someone who can solve their problems. They realize that there is a better way to evaluate consulting services than the lowest bid.
Generally, high-value clients recognize that they have a problem to solve. They don’t look at it as a project to complete, such as designing and delivering a training program. Now, there is nothing wrong with that, but if you are seeking high-value clients, you need to focus differently.
How do you attract them? The key is to ensure that they know you are available. If you are producing value for others, you need to let the world know. How many times have you ended a conversation with an open-ended invitation, such as: “If you ever have anything we can work together on, let me know.” Or “Here’s my card. If you need my support, call me.” When you are asked what you’re doing and you say, “I’m working with a client,” can you say something instead that would get them excited? Attract them to you? Perhaps “You have a crazy situation there and I can help you work through it.” Or “I can call you tomorrow morning and lay out a plan for you.” Or “I’m working with Brand Name Client to double their profits.”
How else can you attract them? Well, of course, blogging about your expertise (without bragging, I might add), speaking at high-profile conferences, featuring testimonials from quality clients on your website, featuring case studies on your business pages, and other things you’ve already read about in this book. The key is not “what” you do, but “how” you do it. For example, if you use networking to find new clients, make it purposeful. While networking, listen for substantive business problems. You are there to learn, not sell. Listen more than you talk and you will likely leave with a handful of business cards and opportunities to follow up. Then, before they forget your conversation, follow up with them the very next morning.
Why does it matter? Well it’s really up to you. It’s not a requirement to work with high-value clients, but if you feel like you are working with clients who don’t appreciate the value you can add, if you want to increase your profits, or if you simply want a different kind of work, then consider following what is in this book. Again, it is not a requirement to be a good consultant. It is your decision.
What can you do? To begin working with high-value clients, return to some of the things we’ve covered in this book: identifying your ideal client, knowing what is valued by your ideal client, understanding your value proposition, positioning you as the solution to their problem, following the warm-call process in Chapter Five, building relationships, and staying in touch beyond the project. It’s all your decision.
Yes, few of us like to sell. And when you’re a consultant, you are selling yourself. Ick! What are the biggest mistakes consultants make when trying to land a new client? There are dozens, but these are the ones I see most often.
The biggest one is doing too much talking. I’ve said it before: If you are talking more than 50 percent of the time, you may as well go and have a Starbucks specialty, because you’ve already lost the sale.
You already know that people buy to solve a problem. Otherwise why would they part with their money? Focus on how you will help your client solve the problem.
Questions need to build rapport and then get to the problem. Why is it a problem? What will be better once it is solved? What will happen if it isn’t solved?
I’ve attended meetings with consultants and watched $50,000 worth of work fly right over their heads. Consultants may be so intent on selling what they originally scheduled the meeting for that they can’t hear these other opportunities. They become too dependent on their sales presentation.
Again, it’s a matter of not attending to the client and presenting long after the client had tuned them out. A simple change To asking “Have you seen enough to make a decision?” will help.
Really? Consultants are there to learn about the potential clients and how they can help them. If you must share some important data, do it in more subtle ways through examples and the questions you ask.
Except for the federal government, few clients buy on price. Often a client may seem obsessed with price, but in the end it’s usually an excuse for something else. Clients want a problem solved. If you demonstrate that you can solve it, they’ll find the money.
Just how many of these client relationships does an independent consultant need? It depends on a lot of things: how long your typical engagement lasts, what percent of face time or billable time you have with the client during the engagement, how many days per month you intend to work, and how much you are charging. All of these create a formula for the number of clients one has. Perhaps another way to look at it is that about half of your work should come from dependable, regular clients. The other half should come from those unique or unusual new efforts, one-and-done clients who hire you for a quick project. This offers you a good balance of stability and creativity. It also ensures that you receive a paycheck while you are marketing to new clients.
I currently have 11 clients. This could change tomorrow, since I am waiting for a call from a potential new client. I work with one of my clients every other week on-site. I work with three once every month. I coach one twice a month by phone. Two are periodic, but I do intense work with them for at least five days every other month. The other four are at different levels at different times. These clients will change throughout the year. One or two projects will end and then a new client will come onboard, or a client from five years ago will call with a project. Eleven is actually more than I’d like. I’m busy.
Take care that you do not end up in a position with only one or two clients. A change in the economic climate or the industry or even a change in leadership could end a project abruptly. The average (if there is such a thing) consultant will work with five to 10 clients at a time. This allows for the gentle shifting of the client tide as one moves out and another moves in.
Keep in mind that this also means that while you are serving your five to 10 clients, you are also marketing so that you have clients ready to move into the empty spots when you complete one of your projects.
A sale is not something you close; it closes itself while you are busy serving your customer. Having a positive relationship with your client makes it easier to close your next sale, due to referrals. Do such a good job of completing the project and building the relationship that your client brags about you.
A sale is not something you close; it closes itself while you are busy serving your customer.
What can you do so that your client will brag about you? The following ideas will help you start. Then think of 20 more that are unique to you.
Use your cell phone or digital camera to take pictures at your off-sites of the participants and their work. Email the photos back to the clients after the session.
My husband is a pilot. Recently we took the plane up to take pictures of our house. One of my clients recently built a new complex and so we also took pictures of his buildings. The pictures turned out so well with the digital camera that we emailed the photos to the company president. We also enlarged three of the best and had them matted and framed. Too farfetched for you? Remember, you are looking for ways to get your clients to brag about you. What do you do or have access to that is unique?
Building a solid client relationship may create situations that require you to make decisions. For example, it is possible to become too friendly with your client. This prevents you from maintaining your objectivity. When that happens, ethically you will need to sever the professional relationship. This is definitely a drawback to building a solid client-consultant relationship and has happened to me several times. I’ve always decided that the long-term friendship was worth more than the business I lost.
Another decision you may need to make is of a more positive nature. You may receive job offers. If you are good at what you do, it’s going to happen. A client respects your professional approach, admires your results, and enjoys working with you. These are the ingredients that lead to a job offer. This is the kind of validation that consultants appreciate. Do you want a job, or do you want to continue as a consultant? The decision is yours.
Even if you are being paid to give advice, listening is the most critical communication skill, both for completing the project and for building the relationship. Learn and use good questioning techniques so that you are asking the right questions in the right way. Neither a wimp nor an interrogator be! Learn and use paraphrasing, summarizing, and clarifying techniques.
Remember the critical role that nonverbals play in the communication process. You may wish to pair up with someone periodically who can give you feedback about the nonverbal messages you may be sending.
Perhaps the most important aspect to remember about building a strong client-consultant relationship is that it’s all about people. You are not really building a relationship with the client organization. You are building a relationship with the individuals within the organization.
You may be working on a project for ABC, Inc., but you are working with individuals like Jack and Ilona. ABC, Inc. may pay your consulting fee, but president Francis and receptionist Lee will determine whether you earned it by adding value. You may receive a referral from ABC, Inc., but Jose will write it.
Build a relationship with everyone in the organization. They are all important to the company. Building a relationship with all employees is equally as important as building a relationship with the president. Kowtowing to the president will be observed by the employees—and by the president. Don’t do it.
For me, building a relationship with my client is equally important to completing the project and exceeding the results my client expects. It is part of my philosophy of doing business. If building relationships is not a part of your business philosophy, you may want to review the beginning of this chapter. Reconsider the business value of building relationships.
It would be foolish of you to ignore a relationship you have spent months to build. Many of the ideas in this chapter can be used to maintain a relationship after the project ends. Continue to stay in touch with your clients. You will find ways to maintain the relationship. Let me share some of the ways I do this.
Use your network to conduct mini-research for your clients. Several months ago a client contacted me asking who was using gamification to develop their people. I emailed eight people and seven responded. They provided company names, individual contacts, and contact information. I passed the information to my colleague. The whole process took a week to get the answer.
Maintaining the relationship can be whatever you decide it should be. We have lots of repeat work. I believe that is primarily due to providing high-quality, results-oriented consulting. However, I believe that a solid relationship makes it easier to remember us when new projects evolve.
We have other clients whom we simply enjoy staying in touch with. There is little chance that additional work will ensue. That isn’t our primary reason for maintaining the relationship. We do it because we like to.
If you see yourself as a business owner first—not simply a consultant—you are on the road to success. You own a business and you must act like a business owner, or you will be out of business—no matter how good a consultant you are. Observe the following to be a successful business owner.
The list spells CUSTOMER—the center of every successful business. Without customers you will quickly be out of business. Taking care of your customers and adhering to each of these principles will ensure your success. You will find a longer, printable version with more content at www.wiley.com/go/ newconsultingbiech.
You need your customers. But they need you, too. They have problems and need you to solve them. Remember that there are two ways to evaluate your work with clients. Did you resolve their problem and leave them with a solution that added value? And did you build a relationship with the client so that they would be delighted to work with you again?
Stack the Odds. Competing on price alone will get you nowhere fast. Be unique. Stack the odds in your favor by determining what your clients value. You could be the only consultant that guarantees results. Perhaps you have the ability to really get to the root cause. Perhaps you have a testimonial from a respected organization in your industry to share. Remember, if you’ve got it, flaunt it.
Don’t Be a Secret. What’s your expertise? Make sure the world knows. You can’t make an impact with clients and potential clients if they don’t know about you. Are you published? Do you blog? Do you present at conferences? Be sure to send a message of confidence and expertise in all that you do.
Question Queen (or King). Create a list of questions that work for you. You can find them everywhere. This task is so important to me that I have a running list of questions on a document on my desktop, filed in a drawer, and in my briefcase. It changes as I discover new and better questions to ask. My all-time favorite is how I end almost every interview: “What question should I have asked you but didn’t?” It often leads to another five minutes of information.