By Michael W. McLaughlin
This may sound odd, but I really like my dentist. He’s not the first dentist I’ve ever had, but he may be the best.
My loyalty to his practice isn’t because of the services he offers. In fact, it seems like there’s a dentist on every corner, and most of them could probably do what he does. Nor is it because of his prices–I’m not even sure how his charges stack up against others.
Mostly, I go back to him because he knows how I want to be treated. He doesn’t just do the work and send his patients home. He continually strives to set himself apart with each patient–during and after the delivery of his services. And that keeps his patients coming back again and again.
The dentist’s differentiation challenge is like that of any service provider. To build your business, you have to set your practice apart in a crowded market. But what you do to stand out during the sales process, including your expression of promised value, cost, and approach, is just the beginning.
Once you’re working on a project, you need to find new ways to differentiate your business that are unique to that client. Your challenge shifts from differentiating yourself in the market to client-specific differentiation.
The Path of Least Resistance
You might find that the surest way to create client-specific differentiation is to ask. Lots of clients have unspoken ideas about how a consulting relationship can provide value. So ask your clients a simple question like, “Besides getting the project done as planned, what are three other things you’d like to achieve while we’re at it?”
When I ask clients that question, I’m often surprised by how easy it is to be helpful. I’ve had clients say they wanted insights on how to manage projects, ideas for facilitating group meetings, and assistance with evaluating a new business opportunity.
Usually, clients ask for things that they know you can readily accommodate without blowing the budget or the project timeline. Usually, this won’t be a stretch for you, but it will be highly valuable for your clients.
Four Ways to Stand Out
If it’s not possible (or comfortable) to ask a client what else you can do to help, your approach to client-specific differentiation will evolve more slowly. As your relationship with the client grows, consider these four potential avenues to set yourself apart and deliver more value to each client.
Educate: Clients often think of projects as learning experiences and their consultants as resources or teachers. Take advantage of any opportunity to extend your role in that regard by offering your insights on areas outside of the current project.
Clients have asked me, for example, to help them learn more about leading teams, creating persuasive presentations, and establishing effective methods for soliciting employee feedback. In each of those cases, my investment of time was minimal. But the client was grateful for the effort. Sometimes, you only need to point your client to a new resource, research study, or article that can help.
Connect: For some clients, the company you keep is itself a differentiator. Don’t shy away from using the power of your network to bring additional value to your client relationships.
Clients can get so buried in their own work that it’s tough for them to invest the time and energy needed to expand their networks. You can make that important process less onerous by connecting your clients with appropriate people outside of each client’s business.
Introduce your client to others in the industry, and offer to broker shared learning sessions on relevant topics with people in your network. Even this small gesture can go a long way in helping you stand out.
Coach: Once your client trusts you, you can bring new value, with little or no cost, by serving as an objective sounding board. I know consultants whose clients consult them regularly on subjects like how to handle career transitions, manage leadership challenges, and deal with tough tactical decisions.
If you have a coaching-type relationship with your client, you’ll be of great value and be top of mind for new opportunities.
Scout: Most client executives keep their eyes open for new talent, whether there’s a specific role to fill or not. If you know someone who might fit with the client’s organization, why not make an introduction? Make sure you understand the client’s organizational needs so you can be on the lookout for potential candidates.
Or, offer your thoughts as your client thinks about the skills and attributes needed for an open position. I’ve looked at dozens of job specifications for clients and offered my opinions. This straightforward exercise is not time-consuming, and most clients welcome another pair of eyes on the issue.
Build on Your Foundation
Everything that helps you close an initial sale creates the foundation for extending your value and position with your client. Don’t leave it there. Work hard to differentiate yourself while delivering your service.
Your biggest investment in differentiation will be the time you devote to understanding your client’s business and the issues the client faces. If you do that well, you will build a stronger client relationship more quickly, have earlier access to new opportunities, and find less competition for the work you’re best suited to do.
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