The Consulting Mindset

Our clients turn to us when they want help with a problem and they trust us to provide a solution. They lack either the expertise (their “core strengths” lie elsewhere) or the bandwidth (outsourcing the work to consultants is more cost-effective and quicker than having to recruit a team) to address the problem on their own.

Usually, clients know when they have a problem, know how to define it and may even know what the solution looks like. But not always. There are times when a client knows that something is amiss but is unable to clearly articulate the problem statement.

Our job as consultants is to help our clients to the best of our abilities. We can be effective if we approach every problem with a mindset that is a composite of the following:

• A curiosity & learning mindset
  To be truly effective, we should first listen to the client to understand the problem. We should then find out if the client wants a temporary fix or a permanent solution. Do they have any thoughts on how we should address the problem? Are there any downsides to their approach?
• A “big picture” orientation
  What do we know about the context, both of the problem as well as the client’s business? Do we have some idea about their financial, talent and time constraints, regulations affecting their operations, their plans for the future, their capabilities, their culture, and even the availability of their leaders’ time? Answers to these questions can help us provide acceptable and effective solutions.
• Clear differentiation
  This includes being abreast of the latest technology developments and industry trends relevant to this problem. How professional and thorough is our Point of View? Can we also be strategic when developing a solution to their problem – can we perhaps address a need they do not yet have? Can any developments in the offing render our solution moot?
• The extra mile
  Clients never forget that you stayed up late, that you reviewed everything once more, that you were available when no one else was. Clients call you, after all, because there is no one else they trust more. I have kept this in mind even if the call came in late. This is not as hard as it looks if your intent is always to help reduce their pain. Their appreciation is reward enough; the renewal of your contract doesn't hurt either.
• An eye for more work
  As consultants, we are on a constant scan for more work. I ask myself if I can unearth greater efficiencies and other improvements in this scenario. Can I identify problems in adjacent areas even as I work on this one? Not everything you identify will translate into billable work but such awareness will make you a more effective consultant. Savvy consultants also know how to showcase their capabilities without blatant self-promotion.

Things can get really interesting when our clients insist on a solution we don’t believe is in their best interests. In such circumstances, I try to dissuade them; when that does not work, I stop protesting and go ahead with a few clear caveats. I also tell myself that I may not have all the facts after all, facts that may significantly alter my own thoughts on the problem.

I am aware at all times that my clients are normal people, not just someone who approves my invoices. We build strong client relationships by the way we communicate - I have found that simple, brief, jargon-free language works wonders. By also remaining respectful and empathetic, especially in these challenging times, I ensure my interactions with them are pleasant and productive. Besides, isn’t it just good business sense to do so?

I’d love to hear from you on what works for you when consulting with clients.