I Guess That's Why it's Called a Consulting Engagement

A friend of mine, also a consultant, recently shared her favorite thing about working with clients: "Stupefying" them.  Presenting recommendations that seem so foreign and new that the client practically falls out of his chair frothing at the mouth in utter amazement.

I have to admit, creating a degree of awe can produce some fleeting delight--especially in those moments when my confidence might be fragile for any number of reasons.  Who, after all, doesn’t like the thought of impressing someone with an original or revolutionary idea?

But when my ego’s in check--as I think it is most days--the real pleasure comes when this is the reaction I get: The client calmly and knowingly nods her head as if to say, “Why, of course, these recommendations make perfect sense.”

That’s a sign I’ve done a dang good job of bringing the client along throughout the project. That I’ve engaged her around the possibilities, given her a glimpse into learnings and levers, invited her to help shape the solution with her own insights and ideas, and helped her see how manageable the solution can be.

There’s no substitute for smart recommendations. But they get elevated to brilliant when they make sense to the client and make sense for the business.  They can be considered exceptional only if--when all is said and done--the client gets behind them, knows how to focus, and is ready and able to act on them.

It’s no stretch to say that engaging employees is a lot like engaging clients.  While there are certainly differences in the relationships, the goals are similar: Inspire them around a goal, purpose or possibility…help them focus on what matters…build commitment to the effort…equip them to act.

So it stands to reason that what I’ve picked up over the years working with clients has direct application to the world of employee engagement.  Here are a few of those learnings:

Listen actively. Naturally, asking lots of questions gives me important information about my client’s mindset, the communication challenge at hand, and the realities and culture of the business. But it also builds the client’s commitment to the end product. 

It’s no less true for employees. Not only will listening to the team deepen a leader’s insight and understanding, it creates a shift in the employees themselves. If they feel confident they are heard, they will more likely support a decision or direction, even if it’s not the approach they might have taken themselves.

Establish checkpoints along the way.  Building in client review sessions at key milestones is a way of creating meaningful exchange over the life of a project. New information is injected, issues are aired and solutions are explored together. As much as we’d like it to be, the conversation doesn’t happen organically; it must be planned. The same idea applies to employee engagement--strong leaders schedule it, prepare for it and are deliberate about it.

Create clarity.  I kid you not: Some clients have actually hired us to make sense of recommendations developed by other consultants who simply couldn’t resist spilling every bit of their knowledge onto reams of paper.  Engaging employees--like engaging clients--is not about impressing them. It’s about helping them see clearly, cut through to the heart of an issue or strategy, and home in on what matters most.

Tell a story.  By relying on elements that make a great story--theme, setting, plot, and character--I’m better able to help the client make sense of the strategies proposed. For employees, too, story creates emotional connection to the organization’s strategy or purpose, and helps them understand the business backdrop, envision success, and recognize their role in the effort.

Unlike my friend, I'm not interested in stupefying clients. I am interested, however, in delighting them with meaningful solutions and strategies that they're fully invested in and deeply committed to.  If I consistently apply a few key principles of engagement and couple it with my very best advice, I virtually assure a successful and fulfilling outcome for my client--and for me in turn. 

I have a bit of advice, too, for leaders: Consider how you might apply these same principles to develop a team of people fully invested in the success of your business.