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Small business lessons for IT consultants

What we mean by that is often what we think other people are thinking. In truth, they'd probably go easier on you than you are on yourself. Most of the time, they really don't care.

As a consultant, you try to do whatever the client is asking. However, you need to manage expectations. Don't say something can be done or you can deliver in x amount of time if it is just not feasible. Down the road this will become a point of contention. Manage expectations upfront. Be honest with your clients. They may not like the answer, but they will appreciate not wasting their time or money.

In most engagements a strong executive sponsor brings the consultant onboard for the management of the "project." This does not automatically mean that all Client management is supportive. For whatever reason some or one individual is opposed to the effort contracted; i.e. political, priority against another project, consumption of resources, etc. The conflict is normally insidious versus outright non-supportive. The consultant must actively work to engage all management in the establishment of the project plan, assignment of departmental resources and acknowledgement of the dedication of resources and agreement on the plan. This is fundamental and does not guarantee continuous suppotrt. Constant monitoring of staff performance against plan and continuous communication to all management of progress, weakness, (non-performance), mitigating steps required and meetings of involved management in collaboratively resolving the issues log. This does not guarantee success, but if commenced early enough it can set the stage for prodding involved staff in completing their assignments on time and bringing senior managment attention to the progress of the project.

I think Maggie Mason nailed it with this set. And you've expanded on it nicely.

However (I know I keep doing this) for IT Consultants especially, "Get an Elevator Pitch" needs to be two different lessons. The other lesson is "See Your Differences From The Customer's View" which is the USP discussion. You need to know what is different about your business. But that isn't enough.

You need to see your differences from the client's perspective. In IT we tend to have a "Just the Facts" attitude. And we drive down until we find the facts. Most customers don't have the time or inclination for that. They don't know our jobs and they don't understand our jobs. And most of all they make decisions from an emotional stage. Unless you can identify what the customer actually sees and feels about your business (vs others) you'll never be able to sell the client on your USP. (There's a reason SELLING is the linking word in the phrase).

As an example, we constantly complain about jobs ads where the skill set is out of touch with reality. Sometimes, it's the result of incompetence. But most times it's the result of being focused on the vertical (specific industry, company, software, task) rather than the horizontal (focused on the discipline). Accountants, lawyers and anyone whose skill set is consistent and industry independent are in the same situation.


Glen Ford
http://www.VProz.ca

Thanks for posting this quick and powerful advice. It gives me plenty to think on and guidance for progress.

I buy the overall concept that you want to avoid doing work you hate, but that doesn't mean that you shouldn't make sure that it gets done anyway.

On the client side, you'll quickly find that as you develop successful solutions, especially for smaller businesses, you'll quickly become the "computer guy." The danger of such expertise creep is that it may quickly take you outside your comfort zone and into areas of your client's mission in which you don't want to be involved. That's where having a network of other consultants you can trust pays dividends.

Whether you farm out those projects as referrals or sub them out as jobs done under your practice's umbrella, it reinforces your image as the "solutions man" even if you don't provide the solution yourself. Just make sure you find folks that can deliver on what your client is looking for, or honestly and immediately say that's beyond your field of expertise. That kind of credibility will almost always get you more business down the line.

Don't forget to apply the same rules to in-house issues as well. If you don't like handling the books or payroll, rent a bookkeeper or a payroll company to make sure that things get done the way they should be. If sales isn't your thing, rely on your partners to build referrals and consistently ask your existing clients for referrals that can reduce the need to cold call. Because putting off things you don't like to do personally is a recipe for disaster.

Most of them are exceptional small businesses and some of the strange ones have their own benefits. I enjoy PEOPLE, not users - a word I hate. PEOPLE are more interesting and I take a real interest in their business and lives. Consultants often avoid the latter. I also bring food, and this morning delivered a box of doughnuts to my new local law office which will be demolished by the end of the day. (Trick: if they leave something behind, maybe I have a crack at it later too). I enjoy finding out about their business, how it works, what they do. I have often wanted to work as a client's employee for a day so I CAN KNOW their jobs instead of just the IT aspect of it. Give a bit too. On many invoices, if I can get away with it, having a NO CHARGE line item works wonders. For a few dollars you can gain entry to your larger projects. If it is no skin of your back,do it. In that vein, deliver extra whenever you can. And advertise yourself. No one else will do so.