Establishing a Successful Client-Consultant Relationship: Building Trust and Connection
Phase 1: Enter and Contract
When an organization is going through strife, and a consulting opportunity presents itself, the client and the consultant decide whether they are suited to working together. "Am I a good fit?"
In deciding whether the client and consultant are a good fit, we highlight that a successful client-consultant relationship would embody, first and foremost, trust, along with clear communication and respectful relationship management. Mutual trust is fundamental to engaging in consulting work, but how is this achieved? Nikolova, Mollering, & Reihlen (2015) discuss trust-building practices in client-consultant relationships as a 'Leap of Faith'. They suggest that "trusting in client-consultant relationships involves three social practices— (1) signaling ability and integrity, (2) clarifying process and outcome expectations to demonstrate benevolence, and (3) demonstrating likability and personal fit in order to establish an affective connection."[1] Building on a foundation of trust between the parties, the parties must feel comfortable engaging with each other to work through difficulties.
Alignment of the parties in their goals and objectives fosters trust-building and connection. Client-consultant engagement must be regular and consistent to ensure each party is moving together in the right direction. In addition, it is paramount for a consultant to understand the client's culture, such as how they make decisions through command and control, collaboration or consensus. They need to be comfortable with their client's style or process.
The consulting work is often transformational and challenging, which can lead to conflict. Failures of performance or the inability to meet expectations may be perceived by both sides of the client-consultant relationship during a contract. Communicating in an open, honest, and transparent dialogue will allow the parties to navigate through difficult conversations and different approaches to solving the issues to lead to successful outcomes. Outlining a process to deal with conflict at the contracting stage is beneficial.
While building mutual trust between the client and consultant is engaging, contracting a consultant is a transactional relationship. With this transaction, alongside engagement, concrete measures must be detailed to establish good decision-making in the procurement process, such as a consultant's references from previous work, samples of completed work, and an established positive reputation with referrals from word of mouth. This view of establishing a trustworthy client-consultant relationship is supported by Glucker & Armbruster (2003), that it "is based either on market reputation, direct client experience or is communicated through a network of trusting acquaintances."[2]
Defining the Problem and Criteria for the Work
Mutual exploration and decision-making between the client and consultant are essential. For example, the following is a list of questions that will help to understand the problem and issues more fully:
· What is the objective? What are the underlying issues that may have led to this problem? What are the expectations? What are the desired outcomes?
· What is the timing for the project? What resources have been allocated to the task?
· Who are the key stakeholders, and what is the relationship like between them? Who are the decision-makers?[3]
Answering the questions above provides content and context to populate several terms in the contracting phase. Given that the direction of the consulting design may implicate more factors, context, and stakeholders, Rogers, Bordone, Sander & McEwen (2019) identify questions for the following two stages:
· "What other approaches might better meet the varied stakeholders' interests, deal with the deep or systematic causes, and be feasible, given the context and constraints?
· What will be broadly regarded as legitimate and fair over time?
· What barriers might exist to implementing changes?"[4]
While a non-exhaustive list is provided by Dyck (2002), several items provide relevant sections in the contract, such as Statement of Work, Stakeholder Roles and Responsibilities, Cost and Resources, Schedule, Data Collection, and Feedback.[5]
Added Value
As initially stated above, "Am I a good fit?" as a consultant discovers the direction the project might take, one should do a reflective self-assessment to decide whether they have the qualities, background, expertise, and experience to contribute successfully. Identifying educational backgrounds, professional development training, previous bodies of work, and other related experiences allows the consultant and client to decide whether they are a good match for the project. Rogers et al. (2019) identify other examples to consider, such as "experiences that help you understand the situation and exercise appropriate skills, ability to generate trust, willingness to take risks and commit the time, knowledge regarding dispute resolution, resources, contacts, absence of or acceptance of conflicts of interest, willingness to listen, and often humility."[6] This supports the trust-building between the client and consultant as identified as "the consultant's credibility, reputation, experience and capacity for caring (Joni, 2005, May, 2004, Robinson and Robinson, 2006).[7] Nickolav et al. research suggest that trust is based on the perception of ability, benevolence and integrity (Mayer, Davis, & Schoorman, 1995)."[8] Providing the consultant's list of value-added experiences in a consulting proposal highlights these supportive qualities.
Ethical Considerations
It can reasonably be extended to the consultancy space: "There is virtually no negotiation – personal, professional, or workplace – where ethical and moral issues do not arise."[9] While morality, ethics, and integrity are often used interchangeably, consultants must be aware of their moral principles, professional ethics, code of conduct, and behaviours that guide them. Menkel-Meadow (2009) suggests ten principles to guide the "well-meaning process designer", which include, first and foremost, "Do no harm – do not make the parties worse off than they were before you were hired."[10] Other principles to note are: not to become a 'tool' or process to achieve inappropriate or illegitimate ends, to ensure end-users have input into the design, and that consultants take some responsibility for implementation and evaluation. These principles also align and are supported by change management literature of best practices.
Confidentiality
Each consulting project will be distinctive and complicated when considering the confidentiality requirements to perform the work. These complications can arise as a result of conflicting stakeholders' interests, as well as an overlap in jurisdictional requirements. For example, a federal client might be covered by The Personal Information Protection and Electronic Documents Act (PIPEDA) while individual health professionals would be covered by Provinicila legislation such as the Ontario Regulated Health Professions Act, 1991, S.O. 1991, c. 18. A consultant should consider these often-competing interests. By pre-emptively considering what data should be shared, confidential, and constrained by law, it must be agreed upon with the respective client. A data breach could damage a client or consultant's brand or reputation. Still, it is not uncommon for organizations and government groups to have more details and stringent clauses for consideration and sign-off.
Phase 2: Gather and Analyze
In the business consultancy world of diagnosing and solving business problems, the booming growth of artificial intelligence (AI) will eventually do better in the same general workflow of gathering data, analyzing the data, interpreting the results, determining a recommended course of action, and implementing the course of action. But while AI can quickly assess the gather, analyze, interpret, and recommend stages, it will be the consultant's mastery of many other human skill sets to determine an appropriate course of action, including implementation.[11] The relevant skills of understanding, motivation, and interacting with others are the added value that consultants bring to provide a client's solution, such as interpersonal skills, emotional intelligence, facilitation skills, judgement, and consulting skills. Developing a dispute resolution consultant's skill set can be complemented by developing their emotional intelligence (EI). As a result of the increasing complexity of workplace disputes and conflicts, today's consultants face new demands to not only be situationally and emotionally aware but also achieve a higher level of EI competence to respond to the highly emotional nature of most consulting work. A pioneer in EI, Goleman (2004), describes those individuals with a high degree of self-awareness in that they recognize how their feelings affect other people and their job performance. They understand their values and goals, knowing where they are headed and why. They are comfortable talking about their limitations and strengths, including constructive criticism.[12] "Self-aware people can also be recognized by their self-confidence."[13] Consultants also practised recognizing their own biases and heightened awareness to understand the other parties' biases. Hence, using these skills to understand, gather, and analyze the organizational challenges a client is facing is where the consultant can provide real value.
Consultants work within the organization with stakeholders, sponsors, and employees, to name a few. To work effectively, a consultant needs to gain acceptance. A few techniques have been identified by Roger et al. (2019), such as listening and learning with humility, educating with empathy, and building relationships.[14]
Role and Approach
While a consultant's traditional role is usually described as an expert, two other common functions are as a pair of hands (implementation) and as a facilitator. Most consulting assignments will involve a mixture of these roles to gain data and client and employee buy-in to solve the problem. As noted by Long (1999), "In the facilitator role, both consultant and client share a sense of responsibility, and both are more likely to contribute their best thinking to shape the consultant's knowledge and expertise to fit the client's needs and goals in ways that can work and that will be implemented to get results."[15] Supporting Long's view in creating value for clients, ideally, a consultant will use a collaborative facilitator role to deliver expertise, share responsibility for the problem, assess organizational readiness to change, use visioning to get a deeper understanding of a client's issues and concerns, manage organizational resistance, and the client defines a successful result.[16] This variety of roles can be identified in the Consultants’ Role section of the Consulting Contract.
Access to Data/Information
Gathering and analyzing the information is essential to understand further the challenges facing an organization and its leadership team. There are many methods to collect data, but the most common methods are interviews, focus groups, surveys and questionnaires, observations, and documentation.[17] Importantly as stated by Dyck (2002) and supported by Babbie (1986), Egan (1986), Hoyt (1996), and Goode (1995), "Question asking becomes an essential information-gathering tool. The quality of the data gathered depends on the quality of the questions used. The secret is to use the right questions and to ask them in the right order." There is a 3-step method identified by Dyck (2002) to ask questions beginning with open-ended questions to describe the problem, followed by content questions for more specific information – what, where, why, how, who, and when – and lastly, the use of binary questions collecting responses of "yes" and "no".[18]
Understanding the boundaries within which the consultant must work with the client should be identified before work is performed. As it may seem easy to identify the boundaries on the surface, such as problems or conflicts within one department, group, or unit, the conflict may only be a symptom of larger systemic issues. We can focus on the actors and factors and leave out others, but we must remember that "a conflict is often enacted at the system's weakest point, not necessarily where it is caused."[19] Thus when analyzing conflicts, we relate how it fits in the greater environment and macro-system. Additionally, access to information may be sensitive, confidential or proprietary to the organization and may not want to share with a consultant. Access could also include needing permission to interview and approach specific individuals or groups, some of which may be perceived as "in opposition" or lacking power.[20]
Moreover, in the era of "big data", data protection and privacy threats are raised due to much easier access to information. As highlighted by Tang (2019), given the nature of consulting work, more access to confidential information is required, and consultants may face more pressure on data protection. "Moreover, trust-building in client-consultant relationships may not only influence the data consultants can gain from their clients but also change how they should better protect their clients' data."[21]
Consultant's Tool Kit
Successful consultants practice and build their diagnostic toolkits throughout their careers. Using the data collection methods previously identified, they also use various assessments, models, and conflict analysis tools to uncover the problem and issues. A powerful "meta" conflict analysis tool is "The Conflict Wheel". It provides an overview perspective of the conflict, and each aspect (Actors/Relations, Issues, Dynamics, Context/Structures, Causation, Option/Strategies) can be further defined and analyzed using more detailed tools such as Conflict Tree, Conflict Mapping, Glasl's Escalation Model, INMEDIO's Conflict Perspective Analysis (CPA), Needs-Fears Mapping, and the Multi-Causal Role Model.[22] These tools help consultants uncover key themes that identify problem areas, leading to the generation of possible solutions and action plans.
Phase 3: Intervene
The intervention phase, also commonly identified as the feedback and planning phase, ensures the client understands the problem, "owns" the situation presented in the data and recognizes their commitment to act. (Proactive Consultants, 1989).[23] As previously cited, one of the consultants is a pair of hands to implement change. Consultants often lead a Feedback Meeting or Presentation to deliver the data result, present the findings/themes and state recommendations.
Consultants must respectfully deliver the message non-judgemental, with a direct and simple style. Focusing on the "process", not on the "people", will assist with building trust and maintaining a positive rapport with the client.[24]
Phase 4: Evaluate and Close
This final phase allows the client and the consultant to monitor behaviours, measure outcomes, and evaluate whether stakeholder expectations are met. In this way, the client and consultant partner assess if the organisation has enough momentum and knowledge to keep the change moving forward successfully. There is tremendous power in measuring performance and results. As adapted by Kusek & Rist (2004) from Osborne & Gaebler (1992),
"The Power of Measuring Results
· If you do not measure results, you cannot tell success from failure.
· If you cannot see success, you cannot reward it.
· If you cannot reward success, you are probably rewarding failure.
· If you cannot see success, you cannot learn from it.
· If you cannot recognize failure, you cannot correct it.
· if you can demonstrate results, you can win public support."[25]
There is a wave of accountability for consultants, clients, organization, and their stakeholders to monitor and evaluate activities and outputs, actual outcomes, and the impact of their consulting projects. Based on a robust public management tool, Results-based monitoring and evaluation (M&E), it helps organizations track progress, demonstrate impact, and move beyond the emphasis on inputs and outputs to a greater focus on outcomes and impacts.
In conclusion, establishing a successful client-consultant relationship requires a combination of trust, effective communication, and a clear understanding of goals and expectations. Consultants and clients can confidently navigate the consulting process by following the phases discussed in this content, including entering and contracting, problem definition, data gathering and analysis, intervention, and evaluation and closure. Through this collaborative approach, consultants can provide valuable insights and solutions, ultimately helping clients achieve their desired outcomes. By embracing these principles, clients and consultants can forge enduring partnerships built on trust, transparency, and mutual success.
[1] Nikolova, N., Möllering, G., Reihlen, M. (2015). Trusting as a ‘Leap of Faith’: Trust-building practices in client–consultant relationships, Scandinavian Journal of Management, Volume 31, Issue 2. Pages 232-245.
https://doi.org/10.1016/j.scaman.2014.09.007 (https://www.sciencedirect.com/science/article/pii/S0956522114001031)
[2] Glucker & Armbruster (2003) in Nikolova, N., Möllering, G., Reihlen, M. (2015). Trusting as a ‘Leap of Faith’: Trust-building practices in client–consultant relationships, Scandinavian Journal of Management, Volume 31, Issue 2. Pages 232-245.https://doi.org/10.1016/j.scaman.2014.09.007 (https://www.sciencedirect.com/science/article/pii/S0956522114001031)
[3] Dyck, D. (2002). Internal and External Consulting: Assisting Clients with Managing Work, Health, and Psychosocial Issues. AAOHN Journal. March 2002, Vol. 50, No.3. p. 114.
[4] Rogers, N., Bordone, R., Sander, F., & McEwen, C. (2019). Designing Systems and Processes for Managing Disputes (Second Edition). Woltzers Kluwer. New York, USA. p. 20.
[5] Dyck, D. (2002). Internal and External Consulting: Assisting Clients with Managing Work, Health, and Psychosocial Issues. AAOHN Journal. March 2002, Vol. 50, No.3. p. 114.
[6] Rogers, N., Bordone, R., Sander, F., & McEwen, C. (2019). Designing Systems and Processes for Managing Disputes (Second Edition). Woltzers Kluwer. New York, USA. p. 53.
[7] Nikolova, N., Möllering, G., Reihlen, M. (2015). Trusting as a ‘Leap of Faith’: Trust-building practices in client–consultant relationships, Scandinavian Journal of Management, Volume 31, Issue 2. Pages 232-245.
https://doi.org/10.1016/j.scaman.2014.09.007 (https://www.sciencedirect.com/science/article/pii/S0956522114001031)
[8] Nikolova, N., Möllering, G., Reihlen, M. (2015). Trusting as a ‘Leap of Faith’: Trust-building practices in client–consultant relationships, Scandinavian Journal of Management, Volume 31, Issue 2. Pages 232-245.
https://doi.org/10.1016/j.scaman.2014.09.007 (https://www.sciencedirect.com/science/article/pii/S0956522114001031)
[9] Hanycz, C., Farrow, T., Zemans, F. (2008). The Theory and Practice of Representative Negotiation. Emond Montgomery Publications Limited. Toronto, Canada. p. 101.
[10] Rogers, N., Bordone, R., Sander, F., & McEwen, C. (2019). Designing Systems and Processes for Managing Disputes (Second Edition). Woltzers Kluwer. New York, USA. p. 81.
[11] Beck, M., & Libert, B. (2017). The rise of AI makes emotional intelligence more important. Harvard Business Review, 15. P. 3-4.
[12] Goleman, D. (2004). What Makes a Leader? Harvard Business Review, 82(1), 82–.
[13] Ibid.
[14] Rogers, N., Bordone, R., Sander, F., & McEwen, C. (2019). Designing Systems and Processes for Managing Disputes (Second Edition). Woltzers Kluwer. New York, USA. p. 55-62.
[15] Long, C. (1999). To create value, first understand your client. Journal of Management Consulting, 10(4), 12-19. https://ezproxy.library.yorku.ca/login?url=https://www.proquest.com/scholarly-journals/create-value-first-understand-your-client/docview/215897424/se-2?accountid=15182
[16] Ibid.
[17] Dyck, D. (2002). Internal and External Consulting: Assisting Clients with Managing Work, Health, and Psychosocial Issues. AAOHN Journal. March 2002, Vol. 50, No.3. p. 115.
[18] Dyck, D. (2002). Internal and External Consulting: Assisting Clients with Managing Work, Health, and Psychosocial Issues. AAOHN Journal. March 2002, Vol. 50, No.3. p. 116.
[19] Mason, S., & Rychard, S. (2005) Conflict Analysis Tools. Online: ETH Zürich. p.2. https://www.files.ethz.ch/isn/15416/CSPM Tipp Conflict 6.3.pdf
[20] Rogers, N., Bordone, R., Sander, F., & McEwen, C. (2019). Designing Systems and Processes for Managing Disputes (Second Edition). Woltzers Kluwer. New York, USA. p. 64.
[21] Hanxin, Tang. (2019). The building of trust in client-consultant relationships and its influence on data protection in consulting. Proceedings of the 2019 2nd International Conference on Information Management and Management Sciences (IMMS 2019). Association for Computing Machinery, New York, NY, USA, 75–79.
https://doi.org/10.1145/3357292.3357295
[22] Mason, S., & Rychard, S. (2005) Conflict Analysis Tools. Online: ETH Zürich. P. 3. https://www.files.ethz.ch/isn/15416/CSPM Tipp Conflict 6.3.pdf
[23] Dyck, D. (2002). Internal and External Consulting: Assisting Clients with Managing Work, Health, and Psychosocial Issues. AAOHN Journal. March 2002, Vol. 50, No.3. p. 116.
[24] Dyck, D. (2002). Internal and External Consulting: Assisting Clients with Managing Work, Health, and Psychosocial Issues. AAOHN Journal. March 2002, Vol. 50, No.3. p. 116.
[25] Kusek, J. & Rist, R. C. (2004). Ten steps to a results-based monitoring and evaluation system a handbook for development practitioners. World Bank.
