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The
Guerrilla Consultant -
a newsletter dedicated to applying the principles
of Guerrilla Marketing to the work and lives of
consultants.
Making Client Relationships Work
It's no secret that most consultants' primary business development strategy is to establish client relationships that can lead to multiple assignments and referrals. Of all the approaches you can use to build profitable relationships, one has the potential to make or break your success.
This month, we'll look at what you must do to position yourself and your practice to realize the benefits of long-term client relationships.
Enjoy the article, and
let
me know what you think.
Mike
McLaughlin
Coauthor, Guerrilla Marketing for Consultants Principal, MindShare Consulting LLC
The Client Relationship Challenge
If you're like most consultants, you'd rather sell follow-on work to an existing client than dig up and chase an entirely new sales opportunity. After all, you're familiar with the client and the issues that client faces, and you've established a way of working together. For the same reasons, extending the relationship makes sense for the client, too.
Over the years, consultants have formulated a range of strategies to cement relationships with clients. The goal, of course, is to simultaneously create value for your clients' businesses and for your own practice.
Those client relationship strategies have some elements in common. First, you align your practice with the right clients. That is, you look for clients who are consumers of the type of services you offer, who can work well with you, and who want an ongoing relationship with you.
Second, you develop and follow a relationship plan, which guides your activities as you extend your influence within the client's organization. Among other things, your plan should include an assessment of exactly how you'll bring value to the client and maintain visibility among key executives.
What Matters Most
But even if you identify the right clients and develop a great relationship plan, your client relationships will stall unless you deliver, with unquestioned competence, everything you promise. Nothing impacts the quality of your client relationships more than how you deliver every part of your service.
| "Nothing impacts the quality of your client relationships more than how you deliver every part of your service." |
Sadly, many consultants do a masterful job of selling and closing sales, only to flame out when the actual work begins. I know one consultant whose team was charged with helping a client kick off a major initiative. After opening remarks by the client CEO, the consultants broke the audience into seven "affinity" groups, each assigned to a consultant-facilitator.
The seven groups formed their circles in different areas of the conference hall and waited for direction. Unfortunately, four of the seven consultant leaders had arrived just in time for the meeting, and they stared blankly at their affinity group participants. The clueless leaders checked their preparatory material for help and realized that their instructions consisted of four bullet points outlining the general objectives of the meeting.
Several hours of chaos ensued. Three weeks later, the client re-launched the project with another firm. This disaster and the permanent damage to the client relationship could have been avoided. If the consultant's execution of the project had matched the quality of the work done during the sales process, it's likely that the consultant would still be working with the client.
Obviously, you need a workable plan and the right skills to tackle any client project. But here are four other ideas to help you bring your projects to a successful conclusion and enhance your client relationships.
Get Real with Expectations
Many consultants boast that they will "exceed client expectations." Few clients believe the claim, but it's a sales phrase you often hear consultants toss around, and you also see it on their web sites. The first problem with this claim is that client expectations are hard to define and even harder to measure. Asserting that you will exceed your client's expectations presupposes that you know what those expectations are, which you probably don't. The client may not even know, so how will either party know if you succeeded?
| "Instead of promising the moon, define a baseline of value you plan to deliver and then meet that expectation." |
Instead of promising the moon, define a baseline of value you plan to deliver and then meet that expectation. If, in the end, you do exceed the client's expectations, let the client tell you. It's not for you to say in any event. You risk disappointing clients and damaging relationships if you tell them that you'll exceed expectations and then fail to live up to that (or any other) promise.
Embrace Dull
You should apply the old carpenter's axiom "measure twice, cut once" to your plans for every client project. Your goal is to have such a well-conceived plan that everyone knows just what to do and it all goes like clockwork. When it comes to client projects, "never a dull moment" is not what you are aiming for.
Naturally, there will be unwanted excitement, as much of what happens over the course of a project is unpredictable. Your job is to try to predict as many of those events as possible before the project gets rolling.
| "When it comes to client projects, 'never a dull moment' is not what you are aiming for." |
At the very least, you should devise a "Plan B" for dealing with potential uncertainties, such as project delays or executive turnover. But take your planning further. Think about Plans C, D, and E (up to and including a "doomsday" scenario if you are so inclined). Ask yourself five to ten "what-if" questions for each plan you devise.
What would you do if your project sponsor was fired, or the client project manager quit (or was out sick for a month)? How would you manage if the client cut the team size in half part way through the project? What if your assumptions about your project approach turn out to be wrong?
The questions you ask will vary with each project, but you get the idea. Focus on your plan early, and then work that plan efficiently from the beginning to the end of the project.
Manage Surprises
Every now and then, a project works without a hitch. Usually, though, you'll have bumps along the way. Granted, you try to anticipate these detours, but don't be shaken if something unanticipated crops up.
How you manage these surprises has enormous impact on the success of any project--and client relationship. You have two choices for how you communicate surprises to clients. Think of it as a Band-Aid you need to remove: You can rip it off quickly, enduring all the pain at once; or you can tug it off slowly, prolonging the agony.
As I've said before, it's best to give clients bad news as soon as you know about it. If you have a budget overrun, for instance, get all of the issues and implications out at one time. Show your client the whole picture and explain what you need.
| "No one likes bad news, but the way you handle adversity is vital to your projects and your client relationships." |
When you encounter a problem, face it squarely and get it over with. Otherwise, you'll look indecisive, intimidated, or worse--dishonest.
No one likes bad news, but the way you handle adversity is vital to your projects and your client relationships. As the I Ching (the Chinese Book of Changes) puts it, "The event is not important, but the response to the event is everything."
Understand Your Impact on Others
For a project to be successful, you must create a positive impact throughout the client's organization, not just with the project sponsors. As an outsider, expect some people to welcome your presence and others to be wary. Don't take it personally in either case.
You've probably heard stories of consultants who alienate the client's people by behaving badly. One former consultant was notorious for her condescending attitude toward everyone in the client's organization--except those in positions of power. Eventually, that behavior, which went uncorrected, led this individual right out of the consulting business.
You may have an airtight plan, but your behavior towards others will drive the overall success of that plan. Of course, you must get your work done and deal with the pressure of deadlines. But your client relationships won't get off the ground if clients think you are a jerk. Sometimes, it's hard to know the impact we have on others, so be sure to ask your colleagues and clients for guidance.
The Key to a Relationship Strategy
Establishing a productive relationship with a client demands that you pay attention to many complex activities, including bringing useful ideas to your client, building a network of supporters, and maintaining your visibility. No matter how well you perform these activities, none of it will matter if you cannot execute your work with finesse and develop the client relationship along the way.
You may bring the best ideas to your clients, but if you're unable to deliver on those ideas, expect them to find someone who can. That's why superior service delivery is the essential ingredient in a successful client relationship strategy.
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