Author: Editor

Client Interactions – Gathering Data and Reporting Out

Every client has expectations. They’re paying you a lot more than an employee because they view your service as an investment into their business. Because of these high expectations and the associated price tag, your clients need to feel that the value added to them in every interaction is worth the fee. Because of this dynamic, you must strive to go above and beyond the expectations that have been established. One easy and repeatable tactic to exceed their expectations is through the gathering of necessary internal data and information. Though this may be difficult and time consuming, the process shows the client that you are organized, have a clear goal, and are acting deliberately and concisely. It also proves that you are willing to get your hands dirty, doing something the client does not want to do on their own, to understand their needs and challenges. If this activity is conducted early in a project, it often exceeds client expectations and allows you to concisely organize your thoughts and findings in a manner that can be reported back to the client.

Gathering the Data

As you might know, consultants tend to over-explain or over-analyze concepts, which can bog down a project. The gathering of data and information is the first step in developing a concise report-out that will exceed client expectations. Gathering data and organizing it into digestible excerpts is appreciated by clients because it saves them time and proves the value that you are adding. No client wants to waste time going through data and they certainly do not want to waste time trying to make decisions from the data that you gathered for them. They want an “easy button”, which is what is provided by pulling key data out and representing it in a variety of ways.

Building Supporting Documents

This leads to the second step in exceeding expectations via data gathering; building supporting documents for the report out. Admittedly, this is where the bulk of your work as a consultant is conducted. At this point you have gathered and organized client data, but you still need to develop a way to represent your findings back to the client. In most cases, it’s best to receive input from others in your firm when you begin to build these deliverables. Even for the experienced consultant, receiving input during the planning process is valuable because you can begin to develop consensus around what is most important to the client.

Now you can begin to develop a detailed deliverable that will act as a supporting document or reference guide for the client. It is in these deliverables where all findings and recommendations are recorded and organized. It should be noted that this is not what is to be directly shared with the client in the report-out, it has way too much detail. Rather, it is to be used as a supporting document that clients can look at following the report out, and is a means to exceeding client expectations. From here, you can begin to pull key, high-level takeaways that will be shared with the client in the report-out.

Reporting Out Your Findings

The final step in this process is the report out. This is the point where you meet with clients and provide the information that they need to know. While preparing for this client interaction, you should start by asking, “What are the key takeaways from the supporting documents that need to be conveyed?” The report-out should provide the client with this level of detail while leaving room to provide more context as needed. The value added here is giving them a space to ask questions about concepts that are most important to them. In situations where the report-out takes the form of a presentation, a storyboard should be prepared and rehearsed in advance of the meeting. This allows you tell a story about the work that you have saved the client from doing (exceeding expectations) while also getting straight into the information that is most important to them (report-out). The presentation, or story, should be concise, only providing the highest-level information that needs to be discussed in the meeting while alluding to the supporting materials that have been developed.

By following these three steps, you will find yourself exceeding client expectations, while also engaging in successful and efficient client interactions.

Written by: Dean McMann

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About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

The Art of Presenting an Idea

For some, the thought of speaking in front of an audience is their greatest fear. According to some surveys, 75% of Americans’ number one fear is public speaking, outranking the fear of dying. Admittedly, public speaking can be nerve-racking for even the most experienced speaker, but it doesn’t have to be this way. Confidence can be built by practicing and perfecting the art of presentation using three key strategies: enthusiasm, conciseness, and reading the room.

Number one, be enthusiastic. We’ve all sat through (and dread) a lecture or presentation where the presenter has shown little to no emotion toward what they are speaking about. In such a circumstance as a listener, it is easy for our minds to wander, making it very difficult to stay engaged. This is important to note, because as a speaker, you should remember the importance of enthusiasm to the listener. Enthusiasm positively impacts the experience of the listener, but it can also help you to develop confidence in your ability as a speaker. It’s normal to doubt yourself or to be nervous about presenting an idea, but it is imperative to remember that you are presenting your ideas to help someone. Helping is a reason to be excited and you should try to keep this in mind during any presentation. You’re there to make a difference in your client’s business, in their career, and in their life. Changing your mindset and presenting with enthusiasm can increase the influence left on the audience, but you still must get your point across. This brings us to the second key: be concise.

Think about a time when you might have daydreamed during a presentation. How long did it take for you to refocus? There’s disagreement on what the average attention span is, but we can all agree that there is a limit. As a speaker, this factor should absolutely be considered to ensure your audience leaves with the message you are hoping to get across. With that said, your audience’s attention span shouldn’t be the sole driver of the success of your presentation. An effective presenter can hold their audience’s attention with enthusiasm and brevity, but many of the world’s leading public speakers are attempting to keep their presentations under 18 minutes in length. Why? Well, it is important that your audience or client is quickly given the information that they came to hear. Your client does not want to hear you go on and on, they want you to get to the point so that they can start to formulate opinions and responses. When we fail to be concise, we lose our audience’s engagement. Get to the point and if your audience needs you to elaborate, they’ll show it.

Finally, know your audience and read the room. The most effective speakers develop an understanding of their audience to build presentations that cater to what the audience cares about. This is key to determining the amount technical detail and level of context that needs to be provided in the presentation. With that said, presentations are not one-size-fits-all, and there will be times that you find yourself presenting to an audience with varied skill levels, experience, technical knowledge, or contextual understanding. In this instance, you will need to read the room. If you can tell the audience are not grasping the concept, try rephrasing or reframing the way you present the idea. On the other hand, if they seem to not be engaged due to the simplicity of the material, move on, and try to facilitate a discussion. There is no right or wrong here (after all, this is an art) so stay in-tune with your audience and trust your intuition. Keep in mind that everyone learns differently, including yourself.

You may follow all three themes, but that does not ensure your ideas will always resonate with their audience. People learn in different ways and have varying preferences for how they digest information and new ideas. A final, bonus recommendation, which accompanies the three themes, is to present your ideas in a manner that follows a story. Stories are relatable, memorable, and are a great tool to keep your audience engaged, increasing the likelihood of your idea resonating with them.

With all that said, your idea may not be the right one, but that does not matter. The goal of using the three themes and a good story in presenting an idea is not necessarily to attain buy-in (though that would be nice), it’s to provide information that facilitates decision-making. Mastering these three themes will make you a more effective presenter and speaker, which is one of, if not the most, important skill in a consultant’s toolbox.

Written by: Dean McMann

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About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

When Working with Clients, You Reap What You Sow

Why are we in business? A very common response to this question is to drive revenue and generate a profit. Admittedly, this is one of the primary goals of our business (and many others) but to drive long-term success we must always fulfill the needs of our clients. Our philosophy at McMann & Ransford is, “you reap what you sow”. Put simply, the more we put into fulfilling our client’s needs, the better the outcome for our business.

As a firm, we apply this philosophy and know – based on the positive impact it has had on our business – that it can be applied in almost any professional services setting. Thirty years of application has proven that what you put into the relationship with your client is what you, your firm, and the client will get out of it. We like to think of our client relationships like a garden, where planting is the easy part. A fruitful garden requires tending, watering, and weeding, real work. If we don’t tend our garden (the relationship with our client) along the way, it won’t provide much fruit for our client or for anyone else involved in the relationship. We know that real work is required, but how do we most effectively tend to the garden?

Strong client relationships are fostered via efforts to enrich what the client is receiving from our work and partnership. A primary focus must be placed on adding value to the client’s areas of need, which is the key to developing a lasting relationship. As a firm we are constantly asking ourselves, “How can I help my client?” and “What are my client’s needs?”. We believe the answer to these questions are the foundation of a symbiotic relationship, where client needs are met, and the fulfillment of individual consultant’s needs and the consulting firm’s needs are a byproduct. In this model, client needs remain paramount but allow all parties to succeed.

To reap what you sow, you must understand and acknowledge all parties involved in a consulting engagement. For everyone to win, we focus on the needs of the client, which have a direct impact on the other two parties involved in the relationship.

In summary, a focus on client needs allows the firm to prosper, but it should be noted this model ensures the development of the individual consultant as well. To meet future client needs and the growing needs of the firm, individual professional development must be a part of the equation. Remember, you reap what you sow.

Written by: Dean McMann

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About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

Adding Value to Client Relationships

We’ve all been there. We’ve built what we thought was a strong, client relationship only to watch it dissipate as time goes on. This happens for many reasons, but often it is a result of the consultant failing to enrich the relationship as time passes. To create meaningful and lasting relationships, value must be actively added through the duration of said relationship. As consultants we should always be considering, “How can I help my client? or “How can I add true value to this relationship?” Thinking this way is a start, however adding true value to client relationships requires specific attention and the desire to support their needs. Ways to effectively add value to client relationships are detailed in the following paragraphs, but a good, professional friendship must be ever-present.

There are several ways in which we can add value to client relationships. You might engage in actions that positively influence their career path, solve a specific problem they face, or provide content that interests them and/or promotes their development. Regardless of what you choose, these acts of value should vary and be personal in nature, highlighting your attention to their specific needs.

As you build a client relationship, you might start with small gestures like providing articles of interest or consistently reaching out to see how things are going. With that said, as time passes something more valuable should be shared to maintain and continue to strengthen the relationship. For example, if you typically reach out to your client following a meeting to provide supplemental materials or to check in, you may consider adding perspective as an advisor. This could manifest itself as an observation from the meeting that validates their efforts and provides honest feedback with a willingness to help. This feedback adds value by establishing an opportunity to start a conversation and showing your interest in their success. It also presents an opportunity to be a listener, which is one of the most important elements of any relationship dynamic.

Listening is one of the best ways to add value to a client relationship. Simon Sinek says this about listening: “Listening is not hearing the words that are spoken, listening is about the meaning behind those words. It’s about making the other person feel heard.” Listening is not a common gift; it takes practice but is something that is very achievable for any consultant. It is important to train this muscle because listening is, arguably, the most valuable skill we can provide as consultants, because it inherently builds the trust needed to develop a professional friendship with your client.

This trust is foundational to becoming more than a client, it provides the opportunity to establish a professional friendship. It should be noted that this doesn’t necessarily mean that they’re your friend on a personal level, but you become someone that they can rely on, confide in, and feel comfortable with beyond the normal cadence of work calls and meetings. Building a strong client relationship is understanding the need to become your client’s friend, not the other way around.

Being a friend to your client is the willingness to take the time to meet with them beyond the four walls of the office. We all know that relaxing is much easier outside of an office setting, so spending time with your client outside of the office is a great way to build trust. This change in environment is key to helping them view you as friend, so that they are more comfortable opening up to you. In this setting, it is not your opportunity to open up to the client, rather it is for them to choose to let you in.  Remember, your job is to be their friend, not the other way around. This is the time to listen and to understand your client’s needs and challenges, as well as to determine the most personal and impactful way to add value to the relationship.

We’ve all experienced a failed client relationship, but there are ways to mitigate this risk. Focus on building client relationships that are based on adding value and fostering a professional friendship. This is the recipe to developing and maintaining long-term client relationships.

Written by: Dean McMann

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About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

Communicating Across Generations

In today’s diverse workforce, it is common to encounter differences in communication preferences and styles across different generations. Stereotypes such as “These young people can’t talk on the phone!” or “Boomers hate texting” highlight the need to understand and address these disparities. As consultants, it is crucial not only to identify the problem but also delve deeper to uncover the underlying reasons for these differences and provide effective strategies to foster inclusive communication in the workplace.

Millennials and Gen Z individuals have grown up in an era of technological advancements, where smartphones and multiple communication options are readily available. For this demographic, texting has become the preferred mode of communication due to its convenience and flexibility. Unlike phone calls that demand immediate attention, texting allows for delayed responses, reducing the pressure to respond instantly. In some instances, younger generations may feel anxious about making phone calls, fearing they may be intruding or bothering the individual that they are calling. As a response to this, some individuals from these generations may send a text message to see if a phone call is convenient for the recipient. Although they possess the ability to make phone calls, they simply feel more comfortable when they have a sense of “permission” to do so.

Conversely, baby boomers and Gen Xers often express frustration with texting and gravitate towards in-person communication or phone calls. This preference stems from their upbringing, during a time when interpersonal connections were highly valued. This demographic is accustomed to a sense of community where people worked in an office and communication was conducted in a more personal manner. In-person or phone conversations make them feel more connected and engaged than does texting, which is why they maintain these preferences.

Why is this important? Well, almost every workplace has individuals that belong to each of the generations that have been listed. Further, none of the generational communication preferences are right or wrong, therefore we must acknowledge the need to account for communication gaps in the workplace. The acknowledgement of generational differences in communication is crucial, but it is equally important to comprehend the reasons behind these disparities so that we can effectively address communication breakdowns across generations and cultivate a more supportive environment for our teams and clients.

To create a more accepting work environment, it is vital to be mindful of individual communication preferences within our teams and with our clients. Communication styles will inevitably vary, and as consultants it is our responsibility to understand and respect these differences. If this is not achieved, it negatively impacts the work that is being done. Further, it will not cultivate empathy or support our team members’ and clients’ growth and confidence in their communication skills, especially when trying to communicate in a manner that is beyond an individual’s generational preferences.

A way to combat this is to determine the best mode of communication for a given work engagement. As consultants, it is essential to be proficient in various forms of communication and to recognize which mode is most suitable for a given scenario. Some instances may call for written communication to have a record for future reference, while sensitive topics may necessitate a phone call to effectively convey tone. Each mode of communication carries advantages and disadvantages that should be considered and communicated across the organization. If everyone understands these expectations, regardless of the generation that they are from, all forms of communication can be conducted effectively.

When tempted to judge a young professional for phone call anxiety or a baby boomer for their in-person communication preference, it is crucial to pause and reflect. Recognizing and appreciating these differences in communication styles allows us to show empathy and kindness, which will enhance the effectiveness of the communication. Embracing these qualities will not only make us better professionals but also foster stronger connections among colleagues and clients to enhance overall team dynamics.

Written by: Dean McMann

More from this Author

About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

Is a 100% Engaged Workforce a Myth?

Having an engaged workforce is more than a “nice-to-have”; it’s essential for the success of your organization. However, achieving 100% employee engagement company-wide is a daunting – and somewhat unrealistic task no matter how much is invested. Let’s explore why employee engagement is crucial and a targeted approach that helps maximize your return on engagement investment.

Many benefits of investing in employee engagement are known but there are a few that are often overlooked such as:

    • Engaged employees are more likely to publicly share and represent a positive company image, which gives you a competitive edge in the market for talent.
    • Enhanced overall customer/client experience resulting from longer tenured and retained employees

Keep in mind that employee engagement goes beyond measuring individual satisfaction through surveys; it’s about finding the right balance between your organization and your employees. In today’s environment where business operations are leaner than ever, companies strive for efficiency and flexibility. However, this often leads to 1) less experienced staff and 2) managers with smaller teams having to primarily become do-ers, putting engagement at risk for both individual contributors and leaders.

Imagine the return on investment if you took a more targeted approach to improving engagement by starting with improving the engagement of the role cohorts with the greatest financial returns.

Targeting Engagement Initiatives through Talent Segmentation

You’ve probably heard the mantra: “You need a fully engaged workforce to run a successful business.” While we agree that engagement drives success, achieving full engagement is an unrealistic goal. As a leader with limited resources, you know that engagement initiatives aren’t free. Investing in engagement across the board takes time, energy, commitment and of course some money.

So, if employee engagement is essential for success, but demands more resources than your business can afford, where can you find a happy medium? While employees will always have access to foundational engagement elements, the key is not to aim for a fully engaged workforce but to focus on critical role cohorts within your organization. By segmenting your talent and defining role cohorts, you can identify the most significant opportunities for improvement. For example, cohorts can include but are not limited to leaders, teams, or demographic groups.

Once you have identified the key cohorts, prioritize them based on the financial impact that can be realized through increased engagement levels. Once you have selected a key role cohort, you can take deliberate action to boost their engagement, knowing that it will have a critical impact on your organization’s finances and operations.

Understanding Engagement and Prioritizing Your Actions

Once identified, the next step is to understand the engagement needs of the key cohorts. Naturally, they have basic needs such as compensation, benefits, and role requirements, as well as experiential needs related to their day-to-day interactions with the organization, leaders, and peers. Additionally, they will have inspirational needs, which involve connecting to the employer through a sense of purpose and prospects. You can think of engagement needs as levels of a pyramid. To create an environment where employees can reach the inspirational level, you must address their fundamental and experiential needs:

You most likely have plenty of tools to measure engagement and collect data. But sorting through the noise within the heaps of engagement data is crucial. Tools like an Engagement “Heat Map” can help you quickly identify areas of risk within your key cohorts: By sorting engagement data into talent interactions at each level of the Talent Experience Pyramid, you can quickly pinpoint areas that need attention.

Once you have identified perception levels, you can create an informed action plan. But be careful – it can be easy to hone in on negative feedback and perceptions that make up high risk areas, especially if the feedback is unexpected. Addressing all levels of perception is key to maximizing ROI on your investment in engagement initiatives by: 1) addressing negative perceptions head-on, 2) turning moderate perceptions into positive ones and 3) defending and maintaining the positive perceptions.

Remember, employee engagement is a powerful tool that drives productivity and reduces turnover, leading to real financial impact. By identifying key role cohorts and assessing their engagement levels, you can implement targeted engagement strategies where they matter most.

Written by: Kathleen Gioffre and Mark Slotnik

About the Authors:

Kathleen Gioffre is the embodiment of leadership, knowledge, and respect in her field. As a strategic Talent Advisor and Human Capital Practice Leader of Gioffre & Ransford, she offers clients expertise in all facets of Talent Management, grounded in her more than 25 years of experience building teams and infrastructure for some of the most recognizable companies in the world.

Mark Slotnik has spent nearly 20+ years advising clients in the areas of designing and taking to market high-value business solutions, solution portfolio management, talent development, resource management, business process re-engineering and commercial software.  

Creating Output

A major reason for the success of streaming services like Netflix has been the elimination, or mitigation, of commercials. After all, everyone hates commercials. With that said, we have all seen them, but have you ever watched a television commercial where it is unclear what they are advertising or selling? If so, I think you might agree that this is the worst form of an already annoying concept. At the very least, the commercial should have a point or a call to action. You may not realize it, but this is a rather profound concept when applied to the professional services industry.

Like a commercial, the communications, written and verbal, of a consultant may be viewed adversely by clients when their message is unclear or does not get to the point. Consultants should practice communicating with clients in a clear, concise, and targeted manner to drive client actions and understanding. We call these client communications (both verbal and written) ‘output’. We have found that many consultants, especially those with minimal experience, struggle to develop and build effective output. Admittedly, this takes practice, but it is extremely important for any consulting firm or consultant to focus on because with each poor communication or output, you lose credibility with your client. If this occurrence becomes common, you may become like a commercial and what you are communicating falls on deaf ears. Now that you understand the concept of output and why it is important, let’s dig in to how it should be created.

Creative Meetings and ‘Check-My-Thinking’ Reviews

Preparation is the key to developing effective output and is imperative to its application with the client. When creating documents or planning for a presentation (two of the primary types of output) you should begin building the documents well in advance of when they are needed. This obviously supplies you and your team with ample time to develop high quality work, but it goes beyond that. You have built in time to review and iterate on the output being produced and it provides the opportunity to really think through the entire idea and ask the following key questions:

    • What are we trying to tell our client?
    • What are we trying to educate them on?
    • What reaction do we want from our client?

We advise that these questions be answered in a group (include a partner) creative or brainstorming session, where an initial point of view can be established through team consensus and then carried forward by the output owner. The output owner is now enabled to build a foundational outline, or better yet, a storyboard to organize the key points that will be shared with the client. Following the creation of the storyboard, a ‘check-my-thinking’ review should be scheduled to discuss the foundation and determine next steps. The document will change overtime, but this foundation is critical to moving forward.

Adding Detail

Following the check-my-thinking meeting, a path forward has been established and detail is ready to be added to the outline of the storyboard. This is the point where you will start writing or building the output that will be shared with the client. Again, several versions will need to be created before the output is finalized. Editing and iterating is critical to developing a final product that is well-written, visually appealing, concise, and, most importantly, delivers a message that is relevant to client needs. During this process, several reviews should be scheduled and/or multiple versions of the output shared back and forth between multiple consultants. There are several tools at your disposal here such as editing software and literature on writing (we suggest Writing Well) but nothing replaces the proofreading and or thought checking conducted by members of your team. After several iterations, you must now determine if the output created can stand-alone or if it needs to be accompanied by a presentation. Documents are great for covering the details, but often you’ll need to present your points to your clients.

Presenting the Output

The final step in producing effective output is determining what information must be presented directly to the client to tell the proper story. In a perfect world, documents act as a reference guide, but the story comes in a different form of output, a presentation. Unfortunately, there are a lot of presentations that fail to tell the correct story, these are like bad commercials. Remember that storyboard that was created and developed into a document? This is where that comes back into play. It has been updated from its original version, but at this juncture the storyboard, or document outline, should reflect the key points to be addressed in the presentation. Included in this are visuals, because, as we all know, a picture is worth a thousand words. This is your presentation, your story to the client, and it is the most effective form of output.

There’s nothing more frustrating than an unclear message, but they can be found everywhere. Why? Well, for consultants it is likely because they have not put the time or effort into the process of creating effective output. As consultants, we must always remember that time is limited, therefore we must be sure to follow a process and use the resources and tools at our disposal to create output that is clear, concise, and properly targeted. By doing so we can create clear messages that cover the most important points and prove the value that you are creating for your clients and their business. I can assure you that your clients will appreciate it.

Written by: Dean McMann

More from this Author

About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

Investing in Client Relationships

You never know who might become your firm’s most important client, or how a client relationship may assist in your career development. Client relationships (and all sorts of relationships for that matter) can be fickle, but it is safe to say that building strong relationships is jugular to the success of any company or individual. The true challenge is how these relationships are built and determining what needs to be invested. We all want to build strong relationships with clients, but achieving this is an art with an entire spectrum of variables to consider.

First and foremost, building a successful and lasting relationship takes an investment of time and effort. Consultants who don’t invest the necessary time and effort into client relationships will not only have challenges fostering a relationship, but they will also be unsuccessful in driving successful outcomes for their client. Investing time and energy can be achieved in a variety of ways; weekly check-ins, delivering meaningful work, spending time with them outside the office, etc. Regardless of the tactic used, it should be personalized to their needs and should prove to them that you are cognizant and committed to finding a solution to their challenges. If done effectively, you will find this to be mutually beneficial because the relationship is foundational to driving client outcomes and further enables your own professional development. With that being said, it is impossible to invest the same amount of time and effort into ALL client relationships. The true art in building client relationships is determining who receives your greatest investment of time and effort.

Determining Which Relationships to Invest In

Allocating the investment of your time and effort is an inherently difficult decision given that you never know where a client relationship may lead. So how do you, as a consultant, make the best decision on who gets your limited time? Defining key indicators or qualities that establish a profile for an ideal client is a great starting point. For example, an indicator of an ideal client might be someone willing and able to effectively challenge your thinking and opinions. These are the clients who are focused on finding the right solution and trust you enough to provide their unique perspective. When your perspective is challenged it gives you the greatest opportunity for growth, while simultaneously driving the client’s agenda. As mentioned, this establishes a mutually beneficial relationship, which you should invest in. Now, this is one example of how to determine your investment of time and energy, but feel free to create your own. The key to defining your own client indicators is identifying 1) a client you can help and 2) a client that will proliferate your professional development.

As you make the decision on what clients get your investment of time and energy, you can designate your various clients further by categorizing them. When you build this structure, you develop a methodology for deciding when various clients will receive your attention. For example, maybe you create a client category for “Not Right Now”. In this instance, you may not see an immediate opportunity associated with investing a lot of your time and energy into the relationship, however you want to retain the relationship if an opportunity arises in the future. That said, to retain the relationship you may check in periodically, which requires a low level of effort, or even refer them to someone in your network that can immediately add value. This client may not be a good fit right now, but adding value in either of these two ways could lead to future opportunities.

A second category could be the “Developmental Client”. This client category designates an opportunity that may not be certain but is worth pursuing and investing a large amount of time and effort into. This is where you go above and beyond. You take 4-hour drives to meet them for lunch or you hop on a plane to see them in their office and take them out to dinner. It’s during this time that you give them your all, because the client does not currently have a reason to meet you halfway. Once you have fostered the initial grounds of this relationship, you must make a point to add value to that client in every interaction to cultivate a lasting client relationship. We have provided two examples of how to categorize your clients, but we recommend you develop your own client categories that work best for you and your firm. Using a similar structure will help you determine when to invest your time and how much effort you should exert.

Adding Value

Finally, you have probably noticed we have alluded to the concept of adding value as often as possible. Investing your time and effort into a client relationship is all about adding value. To add value, when you have determined where your attention and effort goes, you should use every method at your disposal; phone call, text, email, lunch, etc., to show them you care. Ultimately, you need to consider, before any client interaction that you have invested in, how you can provide value. There are many ways to achieve this, but listening is paramount. An important element of sustaining strong client relationships, and developing as a consultant, is learning how to become a friend to your client. There is no better way to do this than by adding value through listening. Once this has been achieved, and the client sees your investment of time and energy, you can begin to ask them for help. This takes time, however, and you must continue to add value even after the dynamics of the relationship have made it to this point.

In summary, developing lasting client relationships requires your investment of time and energy, in a structured manner. By developing a system, you enable yourself to determine how and with whom you invest your time and effort. The art of adding value to every client interaction is how a consultant can drive and sustain meaningful client relationships.

Written by: Dean McMann

More from this Author

About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

The First Year in Consulting

Life doesn’t always turn out how we expect it to, it would be boring if it did! Your career as a consultant probably hasn’t turned out exactly as planned either. Consulting is a rewarding career, but if you remember your first year you likely faced many challenges and had to make some major adjustments. As you guide your consultants through their first year, you must keep in mind the challenges and adjustment period that you also went through.  If you do not, you may form some misconceptions about your younger members, which might negatively impact the way you support their development, or how they support you. To help you combat this at your firm, we’ll discuss some common themes that young consultants may experience in their first year, and how you, or your firm, can best support them. After all, the support you provide the first-year consultant will have a positive impact on the way you can leverage their capabilities.

Maintaining Motivation in a Learning Environment

There’s no question about it, consulting isn’t like every other industry. It may be a surprise to many, but something that is rather unique is the lack of a structural hierarchy associated with the organizational chart at many consulting firms. Working in such a structure (or lack thereof) may require an adjustment period, especially for people who worked in other industries where they were overseen by a manager. This structure may be intimidating to the new consultant because they will be quickly tasked with work that they have little to no experience doing. This is an excellent opportunity for growth, but growing pains are to be expected. Sometimes that first-year consultant may be delegating tasks to senior consultants or may even be assigned to a lead role on a project. In such circumstances, it is important for you, as a senior consultant, to strike a balance between supporting the first year with advice or enablement opportunities, while also giving them the space to figure some things out on their own. Such an environment allows a young consultant to expedite their growth to reach their full potential while providing them a safety net.

That safety net is important and necessary for young consultants due to the high level of expectations that come with doing client work. By engaging consulting teams, clients are making an investment into their own business and expect those results to pay off. This requires attention to detail and holistic thinking from the consulting team members. Admittedly, this pressure can be a big adjustment for the newest consultants on your team. Further, the pressure felt by young consultants can be exacerbated by how quickly projects progress and move forward. Again, in such a setting there are huge opportunities for growth, but you must support the young consultants work and lead by example to ensure their development continues, and that the work delivered to the client is valuable. This challenging environment requires adaptation, but that can only be achieved through enabling, and supporting the young consultant, while also providing an environment where they are able to add value to the client. It is important that the environment created is motivating and makes the young consultant feel like their work is valuable. Though it may take some time, they likely want to leave a good impression and make a positive impact immediately.

Truthfully, this isn’t a realistic expectation for a consultant in their first 12-18 months, but it is an important motivator. This is especially true of the younger generations that are coming into the workforce and the Professional Services Industry. Making an impact through their work is hugely motivational for them, however they must be made to understand that they can make a positive impact through learning. The first few years as a consultant are all about learning, which may be frustrating to some as they may not feel the importance connected to the work that they are assigned. If possible, try to assign young consultants with work that promotes specific areas of development, while avoiding high-risk scenarios and situations. This allows the consultant to focus on their development, while also ensuring client success. A method to this might be to assign the consultant with client work to be done in the background, which you will review, and then present or share with the client. This keeps the consultant engaged and motivated by working on something meaningful, while also protecting them from a potentially difficult client interaction that they are not ready for.

As you can probably tell, we believe that keeping the consultant motivated and engaged is very important, however, much of that responsibility should be taken on by the young consultant. To help them achieve this, try to create an environment or set the expectation that they ask questions to understand how a low-risk, developmental task is connected to the bigger picture. Understanding how a task is moving the project forward can help bring meaning to the work being done by the young consultant, which helps them to see the positive impact that they are bringing to the project. Again, making an impact does not happen overnight, so realistic goals and expectations must be set, and agreed to by you, and the young consultant. This will serve as a motivating factor for them and will prove to them that their needs are being looked after at your firm.

Balancing Individual Needs and Firm needs

Looking after the developmental needs and agreed upon goals of a young consultant are just as important as looking after the needs of a client or the firm. After all, a firm is its people. With that said, all are very important, and this must be displayed to a young consultant as it will help them identify the importance of the work that they are doing and deal with potential conflict. They must understand that clients are investing huge resources and need help; that the consulting firm must meet specific metrics to stay open; and that all individuals at the firm have their own set of career goals and developmental needs which will carry them to promotion. Why must they understand this? Well, for one, they need to know that their needs are important to the firm, because, again, it is a motivating factor. And, second, they need to understand that everyone’s needs are important, and they must be able to consider the different perspectives and efforts that go into driving client outcomes, maintaining a strong firm, and developing strong teams. The challenge here for the new consultant is handling scenarios when their needs may be at odds with the needs of others, whether it be a client, the firm, or another team member. It takes patience, compassion, and empathy, but also requires them to focus on themselves. The first year is a great time for a consultant to learn that when all these needs are considered and looked after simultaneously, the best possible outcome is achieved. Ideally, you are helping them become a great team player and proving to them that this will be beneficial in the long run.

With that being said, becoming a great team member is not inherently easy. It may be very difficult for new consultants, because they are used to college group projects, which they likely had to do on their own. This is especially true of the generation that is now entering the workforce. The phrase, “not in my job spec” has become common, but this is not always a bad thing. As a mentor, you should view this as an opportunity to connect with them and show them the importance of their individual work and how they can take that and contribute their capabilities to the team environment. Again, this will help them to see the impact that they are making on a project, while providing for their developmental needs. As we know by now, this is the recipe for motivation, but it includes one other element that is important to remember while working for a consulting firm. We are always working in teams, but these teams are constantly changing and with that, so are team dynamics. There are sure to be clients and teams that are more collaborative and easier to work with than others, but there is always a need to develop connections. Helping the new consultant flex this team muscle will help them make better client relationships in the future and will mitigate the risk of feeling isolated (an unfortunately common sentiment due to the nature of the consulting industry). Enabling a new consultant develop connections and an affinity for working in teams is one of the most important needs to be met in their first year.

Accounting for Generational Differences

Lastly, as alluded to in the previous paragraph, you must consider who the newest class of onboarded consultants will include. This generation of employees is different than past, and to promote their development, this must be recognized. Millennials and Gen Z’ers desire (and in some cases expect) a healthy work-life balance. This desire for balance can be difficult for consulting firms and mentors to navigate, but for a first-year consultant it could make all the difference. You must remember, the work of consultant is very difficult and young consultants are challenged in many ways in their first year on the job. A few tactics to help them feel balance include, the acknowledgement of effort and progress, consistent wellness check-ins, project timelines to show when a break is upcoming, or firm-wide HR initiatives. A key to all of this is to make sure that the new consultant is not drowning in work and is provided with the necessary support to deliver good work and develop. You should welcome them reaching out and be sure to stay in consistent communication. As a mentor, how you act and treat your new hires is paramount.

In conclusion, guiding and supporting first-year consultants through their initial challenges and adjustment period is crucial for their growth and the success of your firm. The unique structure of consulting firms requires young consultants to quickly take on tasks and responsibilities, which can be intimidating but also presents opportunities for growth. Balancing support and autonomy is key to fostering their development. The high expectations associated with client work can add pressure and it is important to create an environment where young consultants feel motivated, valued, and connected to the bigger picture. Assigning them low-risk tasks that promote specific areas of development can help them see the impact of their work. Realistic goals and expectations should be set, and their needs should be considered alongside those of clients and the firm. Encouraging teamwork and helping them develop connections will aid their success and mitigate feelings of isolation. Additionally, recognizing the needs of the new generation of consultants, such as work-life balance, and providing necessary support and communication will contribute to their overall well-being and development. Ultimately, as a mentor, your actions and treatment of new hires play a vital role in shaping their experience and success within the consulting industry.

Written by: Dean McMann

More from this Author

About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.

Dynamic Project Planning and Catching Up When You Are Behind

No one likes running late, however, while we may not like to hear it, running behind is a constant for any consultant actively working with a client. Unexpected circumstances and setbacks occur in all projects, regardless of how well one plans and accounts for that risk. Though these circumstances are very often beyond our control, there are strategies that can be employed to minimize the impact they have on the project timeline. Though it may seem counterintuitive, flexibility is the key.

Critical Pathing and Avoiding ‘Dead Time’ 

The first step to avoiding setbacks is developing a critical path and establishing a project plan. The critical path is the sequence of tasks or activities that must be conducted to complete the project. Critical pathing requires you to think with the end in mind and by envisioning the end goal and timeline of the project you can exert some level of control over dead time (any period when you or your resources are not actively engaged in productive work) that is sure to exist during the project. In consulting, dead time is most often attributed to a bottleneck that has been created by your client. Admittedly, this can be very frustrating, especially when there is more work to be done. Including expected dead time in the critical path and project plan is key to avoiding falling behind on a project. Keep in mind that clients have busy schedules and the project that we are working is only one of their many priorities.

Once the project plan is created and the critical path has been established, you can begin to think through two questions. First, what tasks can I get started with right away? Think of this in reference to the concept of low hanging fruit; complete tasks that are simple and do not require the help of your client to get started on or complete. This might include scheduling calls and meetings or developing an interview guide. Second, what tasks in the critical path could cause dead time? The answer to this will allow you to plan for dead time and schedule a time during the project to get ahead on more tasks that do not require the involvement of the client. Using dead time effectively is a great tactic to account for the dynamic and ever-changing nature of project planning.

Dynamic Project Planning

Despite our best efforts, project planning and critical pathing can only get us so far. We must be prepared to make adjustments to the project plan that has been created. As you gather more information, you may realize that certain steps in the plan are non-essential and do not belong on the critical path. A best practice to account for this, especially while working on large, complex projects, is to reassess the project plan and critical path on a weekly basis. It is here where you reprioritize and streamline the activities to be completed based on the information that you have gathered in the initial stages of the project. This can help reduce the time and resources allocated to unnecessary tasks. Conversely, you may discover opportunities to expand the project. In both cases, involving the steering committee in the replanning and reprioritization stage is important to mitigating further dead time and keeping the project on track.

Working Through Challenging Times

Despite your best efforts to follow these strategies and to maintain flexibility in your project plans, time can still get away from you and you can get behind schedule. There will be emergencies, and in such situations, you may need to put in extra hours to meet project deadlines. This is obviously not ideal but does happen. In these instances, it is important that you or your team leaders are both motivating and supporting of the team to get them through the most challenging of times. However, you must be cautious not to let emergencies become a habit, as it leads to burnout for everyone involved.

One of our partners often says, “as soon as you make a plan, it is wrong”. This is the true challenge of keeping a project on track when working with client. With that being said, employing these strategies – building the plan and critical path, limiting dead time, replanning, and reprioritizing – can help you mitigate the perpetual state of being behind schedule.

Written by: Dean McMann

More from this Author

About the Author: Dean McMann is a Founding Partner at McMann & Ransford with 35+ years of experience in consulting and professional services.  He is a sought-after expert and speaker on topics of: B2B differentiation, professional services best practices, and overcoming commoditization.  In addition to his extensive experience in the Professional Services space, Dean also serves on the board of various non-profit organizations.