Test Driving A Consultant and Vice Versa

If we consider the purchase/sales period of a client/consultant relationship as the "dating" stage, then it makes sense to pay particular attention to the way each treats each other during this time. It's an early indicator of the potential for stress and/or success during a project.

A collaborative approach based upon open discussion during this stage will set the tone for a similar working relationship, while a confrontational arrangement characterized by limited disclosure, lack of trust, and hierarchical status can also expect to follow through to the relationship.

Clients need to know that early during the sales period, consultants are watching carefully for "bad client behaviour" - unreturned phone calls, lack of preparedness, one-sided demands, unrealistic budget expectations, scope creep, limited ability to make decisions or poor access to decision-makers. Successful consulting requires good access to clients and their information and no consultant wants to begin a project that has little chance of succeeding.

Conversely consultants need to know that clients are dealing with significant issues of buyer's remorse even before the deal is struck. Normal issues of "potential for regret" around any large purchase are exacerbated by the intangible nature of any advisory purchase. Buyers are watching their consultants for signs that they may not be the right firm for the job such as the partner-associate "bait and switch", focus on hourly rate instead of value, and a lack of clear definition of deliverables.

The purchase/selling stage is not just a time for selecting and negotiating the greatest value for dollars it's also the earliest formative stage of the relationship that needs to be created in order to achieve a successful consulting project.