Your two cents: How can managers and CIOs make your job easier?

Do managers and CIOs help or hinder your progress? What can they do to ensure that your time is spent productively? How can they create an obstacle-free course for you to navigate as you gather information and implement plans?

As an IT consultant, you must constantly strive to satisfy your customers. Ultimately, your business future lies in their opinions. Without their references and return business, you’re out of the game before you even begin.

As a result, consultants spend a lot of time researching ways to maintain objective long-term relationships with clients, and gathering intelligence about other firms to track their place in the market. But often, the obstacles you face are not due to a lack of knowledge, technology, or insurmountable odds—but rather are caused by your clients themselves.

Now here’s your chance to help your clients help you.

Our CIO and IT Manager Republic readers want to know what obstacles can hinder consultants’ ability to get their jobs done. Who should attend your initial meetings? What information is consistently the most difficult to attain? What’s the biggest myth about consultants that you combat regularly? How many people should you have “signing off” on major decisions?
Spend a few minutes giving us your two cents, and we’ll pass it on to the TechRepublic community of CIOs and IT managers. In the meantime, we’ll be gathering information from them about their level of satisfaction with consultants they’ve hired. You can also discuss this topic with your fellow consultants by posting your comments below. Imagine how easy your work would be if your next client took your advice!
Tony Hopkinson
Tony Hopkinson

thing. Help their in-house people. Stop talking, start listening.....


Two very important ways: 1. Stop accepting and rerouting personal emails for support. Make friends and colleagues go through normal support channels. (you have no idea the extent of the organizational chaos you are inflicting with the "take care of this" email for a tier 1 support issue - JUST STOP IT. 2. Stop micromanaging the technial details. You are management - allow your technical personnel the freedom of actually applying their abilities and knowledge to their issues. You are there to manage the processes and personnel, not to decide the exact makeup of every hard disk or Organization Unit naming convention (you don't manage it or actually support it - why on earth would you be involved at this level?).

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