By Michael W. McLaughlin
When a client selects you to complete a project, you may have mixed emotions—the good news/bad news thing. The good news is that you won the work. The bad news is that now you have to deliver what you promised and make the project a success.
After you’ve done the high-fives, remind yourself that the eventual outcome of any project can be influenced by seemingly inconsequential actions early-on. Make good decisions at the outset and you’re set for victory. Misstep, and get ready for a long and painful ordeal.
Most proposals cycle through multiple reviews before approval. By the time the client notifies the winning consultant, the proposal is often the last thing anyone wants to look at again. Before diving into the work, though, be sure you understand any changes that were made along the way, especially changes since your last meeting with the client.
It’s common for clients to make assumptions and interpret language in a proposal in unintended ways. You’ll want to confirm your understanding of all aspects of the project with the client before jumping in with both feet.
In one case, a consultant, with a signed proposal in hand, flew a team of five people to the client’s location to begin work. At the project kickoff meeting, the client looked around the table, clearly bewildered. Finally, he said, “I expected only one consultant for the project, not five.” It turned out that the client had “down-sized the team” in his own mind without informing the consultant. (Yes, this really happened.)
As you can imagine, things went downhill from there.
The passage of time has a way of introducing changes, both significant and subtle, into proposals. No matter what you think you know, check one last time.
Send the First Invoice
As one client said, “Nothing gets my attention like a consultant’s invoice.” Until clients receive and pay the first invoice for a project, they have limited skin in the game. Of course, a client expends time and resources to launch a project. But the payment of a consultant’s initial invoice signals a commitment that can power early progress of any project.
It’s also useful, particularly for new clients, to establish a payment discipline. Your initial invoice is an opportunity to sort out billing decisions at the beginning of a project. Once the work is underway, questions or objections about your invoice become an unnecessary distraction.
And you want to reduce your accounts receivable exposure.
Many consultants shudder at the thought of asking for payment before some work is completed. My best advice: get over it. Requesting an early payment rarely has any material impact on the client’s financial condition. But it can help motivate the client’s effort and reduce the consultant’s risk.
You can call it a deposit, a progress payment, or whatever, just ask. It’s best for everyone.
Don’t Let Molehills Become a Mountain
Consulting projects always have uncertainties, especially in the early going. Mergers, executive changes, or even a cranky client can shift your course in a nanosecond.
Given this unpredictable environment, it’s folly to delay action on minor issues that are easy to deal with, but potentially ruinous if left untended. The last thing you want to hear from the client is, “Oh, we thought you were supposed to…”
If you have to address minor snafus throughout a project, you won’t have the time or energy to deal with substantive project issues. Make sure you and the client are in complete agreement on such matters as billing frequency, out-of-pocket expenses, and how the budget will be managed. More than one client has held up payment of fees because of quibbles about expenses.
Also, clarify how the work will get done. Don’t keep the client in the dark about your travel schedule, how often you’ll be away from the client’s location, or what workspace and system access you need. Devote time early in the project to work out how you’ll report findings, communicate project status, and resolve issues together.
If there’s one thing clients dislike more than anything, it’s unwelcome surprises from their consultants. Unfortunately, a lot of little surprises can add up in the client’s mind, leading to questions about the consultant’s overall capability. It’s natural for a client to wonder how a consultant can manage a complex project if mastering the details is a challenge.
Sharpen Focus with First and Last Milestones
Getting a project running quickly and smoothly can make the difference between success and failure. But it’s rarely easy to get a project team focused until that first deadline is set. To solidify your team’s sense of purpose and commitment, you need to create a culture of accomplishment. Establish an early, tangible milestone and you’ll have an opportunity to create such a team culture.
An early milestone helps team members learn to work together and puts to rest nagging questions about how the work will proceed. Everyone gets an early look at how the team performs under the pressure of a deadline, which can help project managers adjust their plans, if needed.
The first milestone is critical, but so is the last one. The client and consultant must define “done.” Before a project is launched, confirm how you and your client will know that you have achieved a successful outcome. Of course, this definition can shift over time. But establishing an explicit, ending milestone takes the mystery out of question “Are we done yet?”
Nail the First Project Meeting
All eyes are on the consultant at the all-important first project meeting. Whether it’s a small or large team, the consultant’s first big test occurs at that meeting. Create the right tone and you will build client confidence and trust that will accelerate progress. If you falter, expect the client to scurry to closed-door meetings to discuss potential course corrections.
Preparation and presentation are the keys. Prepare a list of anticipated questions and issues that could arise during your meeting, along with your answers. Be sure you’ve got a good grasp of all the details, such as who is responsible for every element of the assignment and how the team will work together.
In that first meeting, the consultant’s impact is rarely neutral. The team will leave the meeting with either more clarity or more confusion. The best consultants know this and take no chances in this early get-together.
Know What You Want to Get
Throughout the sales process, you’ve focused on the client’s needs. But your client work isn’t just about the client—it’s about you too.
So, at the start of the project, expand your thinking to include your own goals for the assignment. Ask yourself this simple question: “What would be a perfect outcome for my business once this project is completed?” A satisfied client or winning additional projects are not acceptable answers. Those are assumed as aims.
Instead, focus on your professional development goals and business objectives. Ask what new skills you’d like to develop, or new people you’d like to meet. Maybe you see a great case study, article, or speech emerging from your work. Focus on your important objectives for the project, and you’ll be even more excited about your opportunity.
Resist Doing What Comes Naturally
When a client says “yes,” it’s easy for most consultants to do what comes naturally—start the work. But allowing details to “sort themselves out” will probably come back to bite you later. Mishandling little things will erode your credibility as a professional and can lead a client to doubt your professional judgment. That recipe for disaster is easy to avoid.
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