Did a colleague forward this newsletter? Sign up to receive your own copy. Last month: Nudging Clients toward Commitment Consultants: FYI This Month in Management Consulting News Interview: Tom Peters The author of In Search of Excellence, The Little BIG Things, and many other bestsellers, talks about what he looks for in a consultant, differentiation, and leaving a legacy. We're also featuring articles on what to do if you're facing a client's selection committee; how to avoid the bad decisions meetings often spawn; how to motivate others; the essentials for thought leadership to work; and which airlines in North America are the best. Read this month's issue. Guerrilla Consulting Moment 18 to 24-year olds would answer a text message while eating (49%) or during a meeting (22%). Those aged 25 and older are less likely to do so, with only 27% willing to answer a text during a meal and 17% during a meeting. Source: FirstMatter Guerrilla ConsultingSM Web site Beating Feast or Famine blog

The Guerrilla Consultant - a newsletter dedicated to applying the principles of Guerrilla Marketing to the work and lives of consultants.

Perception Is Not Reality

In the sales process or during a project, our actions are often based on our perceptions about the meaning behind the behavior of others. Because that meaning can be so hard to decipher, you might underestimate or discount the importance of understanding a client's frame of mind.

Of course, you always have to offer clients a fact-based case for action. But, in doing so, the ability to accurately read the people around you will help you influence change, communicate more effectively, and save you a whole lot of time and trouble.

And that's the subject of this month's newsletter.

Enjoy the article, and let me know what you think.

Mike McLaughlin
Coauthor, Guerrilla Marketing for Consultants Principal, MindShare Consulting LLC

Stay in Touch:

Blog

Through the Looking Glass

The audience of twenty client managers glared at me with icy indifference. I tried to appear at ease, but the voice in my head had already convinced me that my presentation was a disaster of Titanic proportions.

I tried one last time to break through to the group by asking if anyone had any questions. Nothing--just more vacant stares. Now my internal voice was screaming: Cut your losses and get out of here! I scooped up my notes, thanked the audience members for their time, and bolted to my car.

On the long drive home, I mentally dissected every part of the presentation, retracing my missteps. I came up with a list of things I'd do differently next time. I would do anything, I vowed, to avoid another stinker like that one.

A call came the next day from my client. Fortunately, she couldn't see my nervous fidgeting as I listened to her: "Our managers have evaluated your presentation. We've decided that we want you to come back and give that same presentation to each of our operating divisions, beginning next week." What? My dread dissolved instantly--into utter confusion. "Of course, I'd be glad to do the presentation again," I managed to choke out.

At that moment, I realized how little I actually knew about reading people.

Listening Isn't Enough

Like you, I've heard the advice that we should listen carefully and observe the behavior of others. But active listening and observation don't necessarily tell you what motivates the people you're working with. Why? Because a person's beliefs and motivations take shape at the emotional level, so you can't always understand those motivations simply by observing behavior.

Of course, there are exceptions. Some people "wear their emotions on their sleeves," as they say. We call others inscrutable because we have no idea what they're thinking.

You can easily misread people by observing behavior. I've seen some, for example, who project a false sense of confidence when they're frightened; others express inner anxiety as eerie calmness. As with the audience during my presentation, outward behavior often belies inner feelings. As a consultant, ignore this reality at your peril.

Ask the Right Questions

One obvious way to discover your client's true frame of mind is to ask questions; the key is to ask the right questions at the right time. Instead of asking too directly about a behavior (like "What worries you about X?"), you need to spur clients to think about their roles and the reasons for their opinions and actions.

For example, one issue that's easy to misread is how clients perceive risk. That includes the risk of not achieving the expected result, concerns about your ability to do the work, and the potential for disruption to the business.

Even if you don't think risk is an issue, it's always worth clarifying the client's outlook. To learn about a client's overall view of risk you might ask, "If this project were to start tomorrow, what would you predict would be our biggest barrier to success?"

You can test your client's confidence in your ability to do the work by asking something like, "Is there any part of the project plan that you view as too ambitious?" Finally, if you want to assess worries about the potential disruption to the client's business, ask, "If you were to look back on this project after a year, do you think that your organization would miss anything about the status quo?"

Elicit responses that get to the heart of what people think about risk by framing questions that take their minds into the future of the project. When clients think about issues from that perspective, it's possible to uncover beliefs that you missed or didn't understand. More than one consultant has had an "aha" moment using such clarifying questions.

You Have to Give to Get

Another way to test the validity of your own perceptions is to take the lead in expressing concerns about an issue. If you are open about your own worries and hopes, clients are likely to reciprocate.

Too many consultants bury their own concerns for fear of losing a sale or disrupting a project. Don't think that clients can't recognize sweeping unpleasant news under the rug. That lack of authenticity often leads to a similar lack of disclosure from the client that may impact the outcome of a sale or a project.

Instead, be candid--whether your views are positive or negative. That sounds easy, but rarely is. Once you let your guard down, though, you create an environment that encourages clients to do the same. The result is the development of mutual trust and stronger, long-term relationships.

Everything we do in the course of our client work is based on our perceptions of what people are thinking and doing. And we're often completely off base about the reality of what is going on in their heads.

You may never fully comprehend why someone is behaving in a certain way, but you'd better try to figure it out. Your instincts about people may be good, but don't try to make decisions based on untested perceptions. Like me, you could be baffled by the result.