Print Page | Contact Us | Sign In
Daily Tips for Consultants
Blog Home All Blogs
Between 2005 and 2011, IMC published Daily Tips every weekday on consulting ethics, marketing, service delivery and practice management. You may search more than 800 tips on this website using keywords in "Search all posts" or clicking on a tag in the Top Tags list to return all tips with that specific tag. Comment on individual tips (members and registered guests) or use the Contact Us form above to contact Mark Haas CMC, FIMC, Daily Tips author/editor. Daily Tips are being compiled into several volumes and will be available through IMC USA and Mark Haas.

 

Search all posts for:   

 

Top tags: client relations  communication  customer understanding  your consulting practice  marketing  consultant role  learning  client service  reputation  goodwill  consulting process  market research  practice management  sales  ethics  planning  client development  engagement management  innovation  proposals  professional development  professionalism  knowledge assets  prospect  trends  presentations  recommendations  consulting colleagues  intellectual property  product development 

#704: Take Care When Recommending Other Consultants to Your Client

Posted By Mark Haas CMC FIMC, Thursday, November 24, 2011
Updated: Thursday, November 24, 2011
I sometimes want to recommend another consultant to my client but feel that it might take away additional opportunities for my consulting business. After all, there is limited money in their budget and only so much time to devote to a consultant. Am I wrong in being concerned about this?

Your feelings are very natural, but think of it this way: you are there to help the client in any way you can. If you believe that recommending another consultant will add value or provide much needed assistance to the client, you can rest assured that you are doing the right thing by making the recommendation. Sound referrals will help build trust and demonstrate your interest in the client's ultimate success even if it does not translate into direct business for you. Here are a few guidelines when recommending someone to your client:
  1. Issue a clear disclaimer so you don't appear to guarantee the performance of the other consultant.
  2. Recommend more than one consultant for the job (if appropriate and possible). Let the client make the choice. This is important to avoid the appearance of a possible conflict of interest where you might be seen as recommending someone with financial or other ties to you.
  3. Let the client do the interviewing and selection.
  4. Try to avoid opportunities for uncomfortable "pairing" if you will be working alongside the other consultant.
  5. Always be supportive and helpful to the other consultant in every way you can.
  6. Don't look for a referral fee from the client.
Tip: Recommend another consultant any time you genuinely feel it will be helpful. Putting the client's needs first is why you are there.

© 2011 Institute of Management Consultants USA

Tags:  consulting colleagues  recommendations  referrals  teaming 

Share |
PermalinkComments (1)
 

#688: Tap Your "Other" Networks

Posted By Mark Haas CMC FIMC, Wednesday, November 2, 2011
Updated: Wednesday, November 2, 2011
I have a good network in IMC, through which I get and give a stream of engagements from my consulting colleagues. What other types of networks could I tap?

Networks come in all types and sizes, and they are valuable for more than just getting consulting work. Management consulting addresses complex issues that encompass political, economic, cultural, legal, demographic, sociological, and environmental factors. None of us has the experience or perspective to know how to address each of these factors in our work.

This is where a diverse set of networks can help. Just as diversity on a team brings a richer solution for your client, diversity in the type of networks you are connected to improve your effectiveness as a consultant.

Tip: Select and commit to participate actively in, say, three types of networks. Your first should be your professional association related to your technical discipline or industry (e.g., International Widget Makers, IMC, and ASTD). The second should be a local business group (e.g., chamber of commerce, board of trade). The third can be a social or service organization unrelated to your consulting focus (e.g., Rotary, educational, musical, and athletic). Each group brings you in contact with different types of individuals and organizations. Their way of seeing the world as well as their breadth of contacts are both beneficial to your skills and behaviors as a consultant and to broadening your sources of clientele.

© 2011 Institute of Management Consultants USA

Tags:  consulting colleagues  networks  referrals 

Share |
PermalinkComments (0)
 

#683: Don't Assume the Client Recognizes the Value of Your Work

Posted By Mark Haas CMC FIMC, Wednesday, October 26, 2011
Updated: Wednesday, October 26, 2011
As part of the disengagement process, my firm goes through a formal exit interview, a review of contract terms and deliverables, and asks for referrals and/or testimonials. However, in some engagements for which we did a great job and exceeded all expectaitons, the client was reluctant to provide testimonials. What gives?

There are two issues likely at work here. First, checking on the status of your performance should not wait until the end of an engagement. Set up a fairly clear and deep set of performance expectations at the beginning of the engagement. Then confirm that you have met those expectations periodically throughout the engagement. The client may be forming a negative opinion of your work without you knowing it, one that is hard to reverse at the end even if you delivered all requirements. Don't let any bad opinions take root.

Second, don't assume that a client recognizes the full value your advice, services and work products. What you may see as an elegant, sustainable and powerful solution to a serious long-standing problem may appear to the client as just another piece of consultant work. If the problem you are solving is not specifically owned by your client sponsor, the perceived value may be low. Beyond noting that the work product was completed on time and budget, clarify and have the client affirm that the deliverable solved a significant problem or captured a significant opportunity. Don't let your work inadvertantly be undervalued.

Tip: Your job as a consultant is to improve the client's condition. Don't leave it to chance that they fully realize that you created real value. If you don't manage their expectations and conclusions, you run the risk of them thinking that you just "delivered work."

© 2011 Institute of Management Consultants USA

Tags:  client relations  client service  customer understanding  disengagement  engagement management  interpretation  referrals 

Share |
PermalinkComments (0)
 

#668: Offset the Economy's Decline at Confab 2011

Posted By Mark Haas CMC FIMC, Wednesday, October 5, 2011
Updated: Wednesday, October 5, 2011
This economy worries me. Usually an economic decline provides opportunity for consultants. This time, however, clients are pulling back on most fronts. How can I best use this time to strengthen my skills and business pipeline?

Consultants can always use more time, skills and clients. Our income grows as we use time well, specifically by more efficient marketing, service delivery and practice management. Business moves fast, so consultants who don't constantly learn new skills quickly fall behind in their ability to provide high value to clients. Finally, although we nurture long term relationships, we are always interested in finding new clients who could benefit from our expertise.

Anyone can sit at home and read a business magazine or book but the most effective way to strengthen our practices is to engage with other experienced consultants. We learn more from hearing about emerging markets, new technologies and new client service approaches. Conferences provide a perfect crucible for us to get out of our safe zones, ward off consulting obsolescence, build a national network, and fill our business pipeline. We can't do that from a book or talking to our long term colleagues.

The best conference by consultants and for consultants is Confab 2011, an intense 2 1/2-day conference (October 22-24, 2011) that builds your value and access to clients. Now in its 34th year, Confab is being held at the newly renovated Atlantis Casino Resort Spa in Reno, NV. This conference is well known for its unique sense of sharing, where your new colleagues make introductions, sessions bring new marketable skills and your practice expands.

Tip: We can stay home and hope the economy turns around in our favor or take charge and invest in a known business builder. For less than a single day's consulting fees, Confab is a profitable investment to launch, expand or refine your business. Hear what successful consultants who attend year after year say about its value.

© 2011 Institute of Management Consultants USA

Tags:  conference  consulting colleagues  consulting skills  consulting tools  innovation  marketing  networks  practice management  professional development  referrals  teaming  trends  your consulting practice 

Share |
PermalinkComments (0)
 

#657: Surround Yourself With the Right People

Posted By Mark Haas CMC FIMC, Tuesday, September 20, 2011
Updated: Wednesday, September 21, 2011
I have pretty good professional and personal networks. They provide a good way to refer work to others and receive referrals as well. How can I move my network up a notch?

First, be clear (this means writing it down) what you think is the goal of your network(s). People use them in different ways and the "next step" could be different for each network objective.

Objectives could include referral targets, useful to you because companies will come to you because you can always find the right consultant (if it isn't you). A network can also provide you leads, assuming you are clear about what type of leads you seek and those in your network are clear about your needs. There is also a network of people who can provide you technical, market or trend information when you don't need expertise, per se, in the form of a consultant. There is a use for a parallel network where you are the source for information, be it for media, government, nonprofit or other "non-consulting" entities, for whom your expertise is valuable.

Tip: Given list of your objectives, name five people for each objective that come to mind immediately as the people who could help you or be helped by you. If you can't come up with five, do a little research or ask others in your current networks who they consider their dream team of advisers and contacts they want to be in their networks. These should be people you wouldn't normally consider in your network; they would be more visible, more influential, and more in need of your services or information.

Pick only one off the list and contact them with a few ideas of how you could work together. Spend a few weeks developing this new addition to your network and evaluate your approach to growing your connections. Every few weeks (your pace may vary), pick another person and work them into your network. Based on this success, reevaluate the others on your network and recalibrate how helpful you can be or they can help you.

© 2011 Institute of Management Consultants USA

Tags:  consulting colleagues  networks  referrals  teaming  virtual teams  your consulting practice 

Share |
PermalinkComments (0)
 
Page 1 of 5
1  |  2  |  3  |  4  |  5