Client service . . .
Consulting is a service profession, which at its core, means only one thing. There is a client. As a consultant, you do the work, you worry on the client’s behalf. You make the client’s life better. You serve.
I believe this is ramen-simple. It’s not about you, it’s about the client.
Clients outsource their problems and the worrying to the consultant.
Yes, clients may want some involvement in the solution, but fundamentally they are paying to give you the problem. As a consulting partner I know used to say, “You want to hire consultants who worry about your problems on the weekend.” (hat tip: JK)
. . .Easy to say
Most companies extol their customer-focus and virtue. It’s a little easy to brag and bluster during the marriage proposal and engagement. “I’m great, and I’ll be there for you.” Billions of marketing communications $$ is spent on selling (Seth Godin might say shouting at) consumers on a bit of a first-date, false-promise of great customer experience.
“We’re different. We are focused on customer service and exceeding your expectations.” – Hypothetical vendor
This is so trite, it’s painful. Currently, I am looking at the website of a vendor I will be letting go next week . . I see some promising phraseology and buzz words: partnership, tailored services, clear communications. Yep, setting my expectations (too) high. Satisfaction = perceptions – expectations.
. . . (Should be) easy to do
Intuitively, we know that existing customers are the best source of new business. Most consulting firms get 90%+ of their revenue from existing firms (there are only so many Fortune 500 companies, right?) So, if you create a 2×2 matrix like David Maister does here, you see that:
- Existing client, identified need = awesome
- Existing client, unidentified need = soon-to-be-awesome
Don’t worry about new people. Spend the overwhelming majority of your non-billable time making sure that your existing clients rave about you. That’s the best, highest ROI way to get new business. General counsel talk to each other. – Maister
Taking care of your existing client, let’s call her Sara, is the way to go. We understand Sara. We understand what will make her successful, we understand her work style. When we call, she answers. Our team and Sara’s team have worked together. We have a 3-4 year track record and the beginning of a flywheel.
. . . rarely done well
This month, there are 3-4 vendors that I am letting go. “It’s you, not me.” The business they are losing varies in size from $100s to $1000s. The magnitude of the “bye-bye” vary, but there are several, common symptoms:
- Poor results. If the job doesn’t get done well, on-time, at reasonable cost, no good. We live in a fairly six-sigma world (when is the last time Google, Amazon, or Netflix messed something up?), and we expect follow-through.
- Unclear process. Sometimes the results aren’t perfect, but the vendor and the customer can noodle through the root-causes, own-up to mutual errors, and do the gap analysis. However, when the customer asks “how did that error happen” and sloppy answers bounce back, uh, no bueno.
- Poor communication. This is the “freebie” that consultants, vendors, (and spouses for that matter) miss. Don’t miss emails, texts, and calls. Why would a salesperson check facebook 13x a day, and yet, ghost the client? Odd.
- Surprise. When I hire a vendor, I want consistency. Give me what we discussed and scoped. A little extra (15%) is great, but don’t want to see +/- 50%. As a junior consultant, new hire, or vendor, you need to earn the right to get creative on the client. First, demonstrate Shinkansen-consistency, then, think outside the box.
- (Laissez faire) attitude. This may be the original sin. When the vendor (read: consultant) is less concerned about the problem than the client, that’s a sign of a big problem.
Consultants are paid to worry
We are paid to take on the problems of our clients. This makes me reflect on my own professionalism. Here are some things that I need to do better:
- Reach out to my direct/ indirect clients – see what else I can help with
- Check my email and “to-do list” to see if I’ve overly procrastinated on tasks
- Show more operational transparency, “how the cake is being made” so clients don’t worry
- Provide feedback to those that I want to help improve (before the work totally crashes)
- Get testimonials and referrals from clients; are they willing to rave about the work?
I know I’m not the only one. . .
What stories do you have as a client, where the consultant (someone you hired) let you down?