David A. Fields Consulting Group Consulting can feel like an unequal, parent-child type relationship with clients. They set rules. They control your payments. They tell you to turn your music down.
But the relationship isn’t as one-way as it seems. In fact, it needn’t be unbalanced at all.
You support your clients; you’re not subordinate to them.
Further, your clients have obligations to your consulting firm and to their engagement with you.
It helps if you’re cognizant, yourself, of your clients’ obligations.
Once you’re clear, you can outline those obligations for your client in your proposals, then reinforce them during your project kickoff meetings.
For instance, my firm routinely highlights specific obligations with every new client at their project kickoff.
And if a client doesn’t live up to their obligations, don’t let the situation fester.
Quickly talk with them about the issue, without hesitation or guilt.
Let’s bring this from the theoretical to the practical by developing a concrete list of clients’ obligations.
A starter set of obligations is below. Your additions will make it better for yourself and other readers.
Clients’ Obligations to Your Consulting Firm
Show up for scheduled calls and meetings
Pay invoices on time
Respond to requests for information within a reasonable time frame
Use IP only within the scope provided
Treat you and your staff with respect
Give honest feedback during and after the project
What else?
What other obligations do your clients have to your consulting firm and to the consulting engagement?
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Hi David,
Unfortunately you left out the most important one…laugh at my jokes :-). All the best.
You’re right, Doc. Clients should be obligated to appreciate our sense of humor!
Thanks for jumping in this morning, Doc.
Goof information! Spot on.
Thanks, Tom. I appreciate your letting me know the article was helpful for you. 😊
David,
If there are internal issues which affect the client’s ability to follow up on requests for information, meeting cadence, and general project flow, communicate that in a timely manner.
Best,
John
You’re 100% right, John. The client needs to let you know if there are obstacles that will delay the project, reduce it’s effectiveness, or hinder completion.
I’m glad you added that to the list!
Your comments about a client’s obligation are on the mark. A good client understands lost opportunit costs. When a high-end consultant walks away replacing them may take a lot of time. Knowledgeable consultants with Subject matter wisdom are not easy to find in certain fields. The time required to find and hire a new consultant takes away from the companies bottom-line. Unlike contractors, IRS definition notwithstanding, a consultant advices the company about their trajectory. I have always consulted based on referrals, where companies have approached me for subject-matter expertise, once I was established. Of course consultants, in their early lives, may be desperate for work and they may give into unreasonable demands from prospective clients.
You’re right, Sreeram. A sophisticated client (and sophisticated consultant) understands the value of their hired resource and doesn’t take the consultant for granted. Sometimes, you need to help your client recognize your value and that the cost of switching away from you would be high.
Excellent addition to the conversation, Sreeram.
Great read David. Clients also must respect the scope of work that they and consultant have agreed upon and accept that changes/extensions cannot be simply absorbed by consultant without impacting original timelines and/or their costs.
You’re right, Paul. Scope creep isn’t acceptable, and clients should understand the limits of their engagement. Thank you for adding that to the list!