March 11, 1998

Client relations: Begin at the beginning

By CLIVE SHEARER
Special to the Journal

The most effective consultants do not develop solutions for their clients, they develop solutions together with their clients. To do this effectively, the consultant should know something about the client's day-to-day work routine -- or at least be knowledgeable about the actual tasks involved in the running of the client's company -- before attempting to enhance its productivity and profit.

When you are with your client, wear your consultant "hat" and temporarily give up your engineer, architect, designer, surveyor, contractor, attorney or real estate professional hat. With your client, you are seeking ways to deliver their services more effectively and achieve their outcomes more quickly. This involves the realities of her market, competitive position, financial strength, quality processes and managerial needs. This step, when carried out with sincerity, will usually result in the development of trust and confidence on both sides.

These consulting skills are analogous to the skills of a physician: interviewing the patient, taking the history, performing the examination, testing and reviewing the results, making a diagnosis, prescribing the medicine and finally, following the treatment with visits to track improvement and perhaps adjust the dosage.

And what about the client's response to the "treatment"? Patients who refuse to follow the prescribed regime often relapse. Yet others ascribe their cure, not to the doctor's skill, care and treatment, but to their own efforts. Many progress to only a partial cure. Some patients have a simple problem needing only a quick examination and diagnosis, confirmation and medication. Others develop a regular partnership with their physician for preventive medicine and on-going good health.

Physicians with a good "bedside manner" but only average diagnostic skills play an important psychological role in effecting cures. Physicians with a poor "bedside manner" but excellent diagnostic skills may find the needed remedy but not be invited back for further consultations.

Which type of physician are you? The ideal is a physician whose manner evokes trust, whose empathy with the patient results in an intuitive understanding of the patient's true need, and whose diagnostic skills result in recommendations leading to a long and happy life.

Here is a six-step process for consulting with the business client:

1. Learn about your client's industry -- the issues, concerns, threats and opportunities.

2. Probe into the history of the client's situation and gather all the relevant facts. This will involve taking off your specialist's "hat" while you listen to your client.

3. Put on your own specialist "hat" as you examine the options.

4. Discuss choices with the client and develop your scope of services.

5. Perform your services in a way that takes both current and long-term needs into account.

6. Stay in touch to assure a good result.

Success depends on a seamless relationship and only the skilled use of all six steps will get you there.

Previous columns:

• When you run out of gas, 02-11-1998
• Working for the public sector, 01-14-1998
• 1998: Time to consolidate, 12-10-1997
• It's the little things that count, 11-12-1997
• Dealing with the difficult person, 08-13-1997
• Searching for the time to add value, 07-09-1997
• Don't wait for a fire to build a fire station, 06-11-1997
• Four reasons to stay with the firm -- or to leave, 05-14-1997