Casting a reality check on real-world conundrums
double trouble
I would speak to the client first.
When I understood his motives
for bringing in another consultant, I would explain that the
efficacy of our consultative relationship depends on the trust
we develop and sustain after we
assess the clients’ needs and solutions to meet them. Trust cannot
be developed and maintained if
another consultant contradicts
and influences our communications. I would terminate my work
unless the consultant was transferred to another project.
—Bill Newman
Amesbury, Mass.
While working with a client on a
consulting assignment, you learn that
another consultant has been hired to
assist without your input or approval.
I would ask for a
brief timeout to explain
to the client and the
consultant that we have
different points of view.
Then, we would have
to decide whether to
present both sides, or
if one of us needs to
excuse himself from
the meeting and briefly
explain to the group
why one of us is leaving.
—Gerard Braud
Mandeville, La.
Your business relationship and
communication is with the client, not the other consultant.
Your conversation might flow
like this: “During our last one-on-one consultation, you expressed
confidence in our project’s progress to date. Today, I’d like to reaffirm that my consulting services
continue to exceed your expectations. If you, at any time, hear
recommendations that cause
you to question why we should
veer from our planned implementation, please know that I’m
committed to be your first source
to answer questions or concerns
and keep our leading-edge project on track.”
—Pam Burks
Indianapolis, Ind.
The consultant’s approach differs from
yours, and he begins to contradict you
and undo your work. Who would you
confront: the client or the consultant?
How would you handle this situation?
What would you say or do?
I would take my client aside and say, “Joe Consultant is an interesting choice for this team, but his perspective on the assignment is
much different than mine. I am trying to determine how to best
work with him, so I need to know what to expect from his participation.” Maybe the client isn’t sure what he wants and hopes
Joe and I will offer two different approaches for his consideration.
Maybe he has experience that has convinced him of Joe’s value.
Or maybe Joe is his brother-in-law. I want to know what the deal is
before I make my move.
— Leslie Krauz Stambaugh, Ann Arbor, Mich.
Something similar happened to
me when I was hired to facilitate a meeting. The participants
were strongly opinionated,
high-level executives who had
met previously without a facilitator, but could not reach an
agreement. Two consultants
were brought in to “attend”
the meeting. I asked the person who brought me in what
was expected from us, and if he
wanted us to work together. In
the end, I was able to exceed
my clients’ expectations by
maintaining direct, honest communication with the client.
—Regina Clark, CSP, Goshen, N. Y.
What Would You Do? is a regular column that presents a real-life dilemma faced by professional speakers. NSA
members are encouraged to submit a dilemma they have encountered for possible discussion in this column. Please
submit dilemmas to ethics@nsaspeaker.org. NSA reserves the right to edit submissions for length and style. All
dilemmas will be anonymously attributed. opinions expressed are those of the individual respondents, not NSA.
