At a recent weekly staff meeting with a Client, I came face-to-face with how other business management consultants work. It was like going to the optometrist: “Better one, better two, or about the same?”
Unbeknownst to me, the Client's management team had invited representatives from a national business management firm to give their pitch, with me in attendance. Though I didn’t answer in the meeting, I have answers to all the points covered by the consultants and the client.
Their beginning hypothesis:
They believe most clients are on the brink of collapse, and time is limited. So they hurry up and “get the money.”
My beginning hypothesis:
The company has potential to grow and the corporate culture has the will to do what it takes to accomplish their goals. I won’t take contracts with companies if I don’t think I can help them.
Their approach: Us versus Them.” They were here to “sell” billable hours; Client wanted a guarantee of success.
My approach:
Consulting is a relationship business, not just a “buyer and seller.” Clients don’t like being sold; they like buying from people they trust. I want to build relationships and transfer my knowledge to the management team so the company truly experiences continuous improvement.
The Client‘s question:
We already have a management consultant, IT consultant, and manufacturing consultants helping us. I’m up to my neck with advice. We have been successful for a very long time. Why do I need you?
Their answer: “
Who is checking the checker?” They thought their job was to peer over the shoulder of management and keep the client on track.
My answer:
Companies that have been successful in the past have a wealth of experience that should not be discounted. However, today we are in a new economy. My job is to stay on the cutting edge of emerging technologies and help business leaders apply these technologies to improve productivity. We have to think differently; change our approach toward getting work done. A different set of skills are required today to build teams capable of collaboration without forgetting the business basics.
The Client’s question:
We already measure everything. What can you offer us that we’re not already doing?
Their answer:
They couldn’t answer.
My answer:
Although measurements are important, we have to know what is working, what is not and why. It’s about measuring the right things--the key performance indicators (KPIs). The answers help us transform that data into valuable information to make better decisions faster.
The Client’s question:
Our three top problems are people, people and people. How will you help us?
Their answer: Again, they couldn’t answer.
My answer:
We have to approach work differently. We do not divide work by labor. We divide work by talent. Work is now based on assembling the best people to be open and collaborative. This is different from the top-down structure of management and employee. It requires peers that work together to complete each task. Management must understand the differences between people so they can create effective teams.
It also means approaching business process differently. True cost savings comes from lowering the cost to complete each transaction while delivering the greatest value. This requires constantly understanding the desired result and measuring how much it cost to get it. Costs go up when you are ineffective. The effective application of emerging technologies is often part of the equation for value.
So it is “Better one, better two, or about the same?” Will having a business mangement consultant help you grow your business? You decide. To help, I'm offering a free white paper called Who’s Advising You: A Checklist for Choosing a Business Management Consultant. Download it at my website: www.leogillen.com.
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