Relationship

1

• Relationship
• Management

2
Consulting The Two Dimensions

• human
• technical

3
The Client Perspective Potential Concerns

• Did I choose the right people?
• Its my responsibility. Am I to blame?
• Im in a hurry. This problem didnt start today.
• Im worried. Ill have to reveal my secrets.
• Im feeling dumb. I couldnt fix it myself.

4
Responsibilities of the Consultant

• acquiring knowledge (industry, methodology)
• clarifying expectations and roles
• considering clients vision and goals
• maintaining an open mind
• communicating openly and frequently
• expecting and overcoming obstacles
• creating client independence

5
Maintaining Professionalism

• establish high standards
• confidentiality
• punctuality
• dependability
• language
• behaviour
• dress
• emotional control
• distance and objectivity

6
The Environment

• may be controlled by the client
• free from distractions and interruptions
• threat-free, affording some privacy (so client
  can open up)
• business-like
• efficient
• Ensure the same person(s) is responsible in
• order to provide continuity and build a
• relationship

7
SOME COMMON INTERVIEWER FAULTS

• is unprepared
• talks too much
• jumps to conclusions
• hears and sees only what s/he wants to
  (selective perception)
• is a poor listener (e.g. because he is thinking
  about his own next question)

8

• allows the interviewee to dictate the pace and
  structure
• loses sight of the main objective and gets
  involved in red herrings

9
DISSECTING THE INTERVIEW

• Preparation
• familiarize yourself with the client
• know what you want from the interview and
• prepare a written agenda to avoid
• ...wasting the clients time
• ...having to call back with questions you
  forgot to ask
• plan the time frame
• 45 -60 minutes for 1st?
• 30 - 45 minutes for regular meetings?
• ? control and structure are important,
• but they should be unobtrusive and invisible to
  the client

10
Information Getting

• keep questions short and free from jargon
• 3 types of questions
• Closed
• invites yes or no answer
• good for specific facts
• Open
• begin with what how which and tell
• do not invite a yes or no answer
• allow the client to define the areas s/he feels
  to be important

11

• Reflective
• ask the client to consider implications or
  develop their own thoughts or consider
  someone elses reaction
• test attitudes, opinions and judgments
• questions should be linked in a logical order

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• good questioning is followed by active listening
• use flags to mark items needing further probing

13

• Recaps
• a running summary
• are very useful
• checks your understanding
• motivating for client confirms your interest
• can be a signal forward to next topic

14

• Note-taking
• breaks eye contact, and the flow of
  continuing interaction
• interferes with active listening
• may be regarded with suspicion by client
• but necessary
• request permission and explain purpose
• do in view of client
• consider a 2nd team member to take notes?

15
Closure

• signal in advance to avoid abruptness
• e.g. gathering papers together
• summary of the discussion so far
• action plan what will happen next?
• any requirements for follow-up?
• mirrors opening handshakes, escort to entrance

16
Non-verbal Language

• close proximity conveys warmth
• posture attentive or bored, shy or progressive
• the face is watched for signs of assent or
  dissent. Head-nodding is reinforcement,
  encouraging the client to continue.
• importance of appearance

17
First Group Meeting

• plan interview
• - goals
• - questions
• - information giving
• - other business
• - organization
• - member roles

18
First Meeting w/ Client

• Team
• nature of the program
• limitations of the assistance program
• experience and formal training of team members
  (present resumes)
• available resources
• team's desired results for the project
• project parameters and constraints
• e.g. timing, budget, etc.)
• establish regular meeting time

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• Client
• purpose for seeking assistance
• perceived nature of the problem
• contextual information about the firm
• firm objectives and personal objectives
• client's reservations about seeking assistance
• desired results of the process
• general ground rules concerning
• involvement of outsiders

20

• encourage clients to set limits on time and
• funds, and to clearly state restrictions
• concerning access to staff and data
• provide contact information
• Consultants deal with the "lifeblood" of owners.
  
• Be sensitive to strong emotion.

21
Second Group Meeting

• ?Avoid unquestioning acceptance of the first
  "problem definition"
• Identify alternative approaches for the project
• Identify alternative research strategies

22
Second Meeting w/ Client

• Present an informal proposal identifying
• the problem
• project goals objectives, alternatives?
• methodology, alternatives?
• Recommend an approach, based on advantages and
  disadvantages of each
• Elaborate on recommended approach
• Include a rough budget of anticipated out-
• of-pocket expenses

23

• Negotiate the psychological contract
• Note Client may require time to consider or
• discuss