By Art Gillis

Here I go again, as if I was still a freshman in college. My attendance twice a month at the Institute of Management Consultants meetings is what I consider required duty. With 32 years as an independent consultant and three years at Booz, Allen & Hamilton, wouldn’t that mean I should know everything by now? What would my clients think if they knew I was still in training? And last night I got a C+. Should I put that in my c.v.? Let me explain.

Our speaker was a seasoned professional consultant, and well respected by both clients and peers. The man presented a very clear picture of what clients deserve from the high priced know-it-alls that have earned almost as many jokes as lawyers. Selfishly, I was keeping track of how I performed as he went through the list. In a world of fairy tales, I’d be writing this story only if I did everything the “professor” offered. In the real world, however, I would not have earned the gold star on my forehead. Gold stars ended when Miss Kane stuck them on me in kindergarten, and I hoped it would stay on at least until I got home for mom to see it. As a freshman, I soaked up everything. As a consultant, I tend to say “Wait a minute.” Here’s how I “failed” and here’s how I am “succeeding.”

1. There’s an expectation that good consultants should be creative. “Outside the box” is the current euphemism. I work in the bank technology industry. I used to offer solutions to bankers that always included a “wild card,” which was my way of saying do something different. In over 300 assignments there wasn’t a banker who chose the wild card, even though it had lots of appeal, especially during the cocktail hour. If I were a creative consultant, I’d be at the corner of Walnut Hill and North Central in Dallas, holding my cap out for two bits or a buck. Instead, my financial consultant calls to tell me I should be taking funds out of my SEP plan and playing more golf.

2. Dealing with client antagonists. Conventional wisdom says, be sweet and get them to see what they’re doing wrong. My approach is, “You’re on a highway to hell, and I don’t want to be there with you.” That gets their attention quickly and things happen.

3. Don’t rush to judgment is another standard rule. In my world, if I’m not delivering answers on the second day of a five month project, the client CFO is checking to see if I cashed the retainer fee. A real consultant doesn’t have to borrow the client’s watch to tell him what time it is. He’s taking names and kicking butts right from the get-go.

4. Get the client involved so they feel part of the solution. Like hell! Why did they hire a consultant. Good institutions are not run by the inmates.

5. Focus on the solution, not the problem is another canned wisdom. When did a homeowner hire a plumber to talk about shiny new faucets? “I’m in three feet of water, get over here now,” is what he’s likely to command. If a consultant doesn’t really understand the problem, he’s likely to do what Bushy did. Let’s go to war!

Please be careful ladies and gentlemen. Listen to good lessons with a screen that works for you. Act on what passes through your screen. You are still a key element of the equation.

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