“Consultant, eh? Good money for old rope!”

It was my first day on-site, at my first consulting project. I was still in business school. Angus, this sixty-year-old Cheshire truck manufacturing manager was communicating his experience with consultants.

I wasn’t completely oblivious. I did know it wasn’t positive experience. I may have asked him to explain or maybe he just did. In his view consultants came up with solutions that had been thought of and tried before and that if management was serious about solving the problem they should ask the workforce. Now I agree with him. Then I probably said something like, “Well, let’s see.”

In the end our little team of London Business School students and two Harbridge House consultants recommended that ERF, a builder of heavy-duty tractor-trailer cabs, expand into eight-wheel 32 ton trucks (fire engines and big dump trucks), but not build 16 ton box vans, because box vans were used in distribution where the extra weight was a disadvantage. They successfully implemented our recommendations.

Going back to Angus’s experience, someone inside ERF shared our point of view. We just gave the CEO data to be sure of the decision. Could they have done that on their own?. Probably. We just had no ax to grind.

Did we change Angus’s point of view? I doubt it, but we carefully listened and accurately represented his expertise about manufacturing capacity, new assembly lines, lead times, and volumes. He signed onto our plan when asked.

So in this instance, Consultant-osis, disease of the consultant, was mitigated, if not cured.

One disease of the consultant is arrogance. Some consultants have lived their whole life being told how smart they are and lord over mid-level managers. Are they insecure and feel the need to act confident? Maybe, but whatever the reason, consultant-osis, can be fatal. Humility and pleasant behavior are the only known cure.

“Here comes the flavor of the month.”

This pathology may be consultant-osis or executive-osis. When you hear this, people are telling you the company over-uses consultants. Perhaps there is executive turnover and each new manager wants to leave his or her mark with a big initiative. Maybe the hiring client is susceptible to pitches for the latest management fad. Or maybe the company has failed at implementing a change framework (Lean or Agile) and rather than fix what they were working on, they hire another consultant and start over with a new methodology.

Find out what people mean by ‘flavor of the month” so you can help. Find out the reasons for previous failures from the people involved, but advocate for organizational learning, and focus on actually achieving results. Identify “quick wins,” but extra careful of the unintended consequences of intervening in a system before you truly understand it. Clearly delineate implementation obstacles, and how to overcome them. Be careful about rewarding milestones or declaring victory too soon. Confront initiative-itis or change-itis in projects with long timelines by breaking the project into a series pilots, to achieve quicker results and keep energy up. If the “best way” is unclear run pilots in pairs to try different approaches.

“Not again! How many times? I know . . . until we get it right.”

I’ve heard people describe continuous improvement initiatives as “continuous change.” I’ve started innovation projects and been greeted with, “So we’ll brainstorm a bunch of ideas we won’t do because they cost money?”

Change fatigue is real. Change is hard –  create the “why change” case, and a vision, and plan the how, measure progress, measure results and control backsliding. Jeesh! That’s a lot of work and management may change their minds about if the quarterly numbers tank.

When fatigue leads to inflammation, infection, and failure to thrive

Initiative-itis or change-itis is worse and more of it. The medical suffix “itis” means “inflammation” – change or initiative failure so severe that people are inflamed. Did a continuous improvement project increase efficiency, but people lost their jobs? Did innovation produce a new product, that failed and the people involved were labelled “unpromotable losers?”

Such chronic inflammation is tough to overcome. Who would sign up for a consultant project team? It causes good people to look for another job. Hostility to consultants is not uncommon, but it can get scary.

I wasn’t on the project of the most extreme case I heard about.  At a reengineering project someone fired a rifle through a window into the team room. Fortunately no one was hurt. The project was cancelled. I talked with the team manager later and she said, “There were warnings. People were assigned to our client team, but didn’t show up. We’d come into work and find notes that accused us of “genocide.” I just thought it was resistance, but It was worse than usual. Later we learned that the company had used what they called ‘rightsizing’ in an ugly, violent campaign to bust a union. We never should have taken the project.”

The plant was later sold to a competitor and closed down.

I did see other change-itis. My approach was to explain the severity to my client and work with as many “friendlies” as I could. I ensured that my work didn’t harm people and focused on achieving results. For the most part I succeeded.

I worked to avoid consultant-osis. I coached clients with client-osis to do one thing at a time, focus on results, and create processes to sustain those results. When I encountered change fatigue, or initiative-itis, I took it slow and empowered those who overcame inertia and cynicism. Cynics and sceptics make the best project teammates; they are often discouraged idealists, who achieve great things when reenergized and supported.

Someone once flattered me with the nickname “country doctor.” I don’t have a medical model of consulting, but I do believe consultants should adopt the first part of the Hippocratic oath:

“First, do no harm.”

Sell is a four-letter word

Salespeople get a bad rap. The salesperson stereotype, is a gladhanding mental lightweight with a “smile and a shoeshine,” the “gift of gab” and questionable ethics, who can talk anyone into anything, “sell a cape to Superman, hay to a farmer, or snowballs in Alaska.” New consultants are often told, “never say sell.” Sales euphemisms are common in the industry, “client development,” “being called to serve,”  or “having problem-centered discussions.”

A consultant who is between engagements, might say “I’m on the beach,” but that isn’t literally true. Being too often “on-the-beach,” being under-utilized or under-applied,” portends a “performance concerns” discussion. The next step is to “get on with the value-added part of your career,” (somewhere else).

Consulting firms do short term work, studies, engagements, or projects. Sure, there are some firms on retainer with some clients, some who sell repeat-buy products like yearly surveys. Some firms are always on-site because senior partners seem like executive staff. However, most consulting work, has a beginning, middle and END. That means consultants continually acquire new projects or clients, i.e., sell.

Therefore, in my view, every consultant is a salesperson, not the negative stereotype above, who is only qualified for criminal activity. No, I mean a person, who listens to a client describe something that isn’t happening as expected or is happening unexpectedly, and helps the client solve that problem.

Consulting firms have different client acquisition strategies. They may sell analysis or studies that lead to strategy, or operational projects, or they go looking for clients facing specific issues -innovation, continuous improvement, systems integration, among others.

What about the independent consultant? I encourage all consultants to think of themselves as the firm of one, even if you are just starting out and work for a very large firm. Thinking of yourself as the sole consultant,  your “personal brand,” focuses the mind.

I didn’t do that. I waited till I became an independent consultant to think this way, but I wish I’d started sooner. That first year, I learned a lot – religiously tracking time not just to bill clients but to more accurately estimate future projects, saving time to sell, even mid-project, so when a project ended, another was teeing up. I also learned what worked for me finding clients.

Who can hire you?

When I sold celebrity speaking engagements on college campuses, I would telephone the college and ask who ran the outside lecture program. Was it the student activities department? Sometimes there was a student; sometimes it was staff or faculty. That person was authorized to buy what I was selling.

When I sold packaged training programs for the Forum Corporation (now Achieve Forum, part of Korn Ferry), I called the corporation looking for the Training Manager, usually part of Human Resources. I also called on sales managers to talk about sales training and occasionally I called on senior executives who wanted a custom training program to accompany some change initiative.

There was always a decision hierarchy of gatekeepers, influencers, and decision makers. Knowing the decision structure was always helpful, not always required for the sale, but when I lost a sale it was often because I wasn’t talking to the decision maker, the one person who could say “yes” when all others said “no.”

In consulting, first, a client is a person, not a company. He or she should be acting in the interests of the company, but one client hires a consultant. Yes, there may be a review committee and there is a “client system” of influencers, but one person is responsible for the problem, and benefits from the results achieved.

Who will hire you?

I resisted the idea of an “ideal client” for too long. Eventually I got around to recognizing that those who hired me were often people who understood the importance of the “people stuff,” but recognized they weren’t good at it. A colleague with a PhD in quantitative methods was hired by “people-people” whose flat-side was math. One “ ideal client criterion” is skills match.

There is also an affinity component. Another colleague works for others of the same ethnicity. I know consultants whose client base are members of the same fraternity, or share the same hobbies (mountain climbing or sailing). Some consultants have broader range than others, but most have an “ideal client.” It is worth thinking about who will hire you.

How do you attract a clients attention?

Cold calling

I sucked at cold calling. Others are better at calling executives out of the blue, and making a sale. One explained. “It’s a numbers game, make 10 calls a week, get three first meetings, convert one to a second meeting. One in four becomes a third; convert every third meeting to a project. You can improve by making more first calls, or with better targeting or by improving your ratios. Easy-peasy,” (for some). This is easier if you are selling one easily understood service offering, as when I sold training.

Thought leadership, writing, speaking, and public relations

I am often approached by firms like Forbes books, Advantage Press to write “the one-pound-business-card.” These firms have ghost writers for a book and articles from your ideas. They arrange speaking engagements, websites, podcasts, or TedTalk videos. You don’t make any money from any of these media, in fact you pay them a hefty sum, but “your business grows.” I know consultants who built a profitable practice using these services. Some consultants, do multi-media extravaganzas themselves. Does it work?  Maybe, but it is time consuming to do yourself and expensive if you hire someone.

 Firm thought leaders do research, write articles and books, supported by the firm. Some ultimately go independent. One told me that writing never produced any clients until he got “over fifteen Harvard Business Review articles and six books, but now it is my best source of over-the-transom clients.”

Conversations and referrals

This produced 85-90% of my business as an independent consultant. I would regularly “keep in touch” with people I worked with in the past. I sent an interesting article, suggested a book or a movie, recommended a customer or potential new hire. Then I’d telephone them and arrange a face-to-face meeting. These meetings were short, often thirty minutes or less, but I would always ask, “Is there anyone you know that I should be talking with? Sometimes, the person would say “let me think about that,” and I’d follow-up later. Sometimes they referred me to someone they knew. Sometimes they’d hire me.

Ageing out of consulting

I should have kept in touch more with younger members of the client system. Usually I worked with clients my age or older. At seventy, my entire contact list was retired or dead. I love being retired, but observing consultants who work into their eighties and nineties, two things are true:

• They wrote several books and
• They surrounded themselves with younger people and kept in touch with junior clients.

I suggested thinking as an independent consultant to focus the consultant’s mind on selling. Even if you are a new analyst, client focus is beneficial. I succeeded in consulting by focusing on helping clients achieve results from change. I might have done better inside a firm treating my managers like clients. 😉 Just sayin’.

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