What are the best strategies for maintaining a positive reputation as a consultant in Enterprise Software?

Be genuine, be upfront, be honest and reach out. If you have to tell the customer no they will respect you for the honesty, if you sell them something they dont need they will never do business with you again. Being upfront with them whether it on price, product or fit goes a long way towards building and maintaining that solid relationship. Finally, reaching out, meaning dont just call your customers/relationships when you need something from them or those renewals are coming due. Place some time on the calendar for "Checkins", I cant tell you how many new opportunities have been unearthed during a simple "How are you call". Everyone appreciates a good status check call.

You only really know who to trust, on the hard moments! Everyone looks friendly and trustful until things get ugly or complicated. That's when your customer expects the most from you and expects you to help them to find a solution for their problems. Keep your integrity, be transparent even if hard truth hurts your business goals. Don't sell wrong expectations and always wear the shoes of your customer.

Quality is the cornerstone of trust in consulting. It's not just about code that works, it's about alignment with best practices and proactive problem-solving. For me, thorough documentation, rigorous testing, and prompt issue resolution aren't just checkmarks, they're non-negotiables. Each project is a testament to one's commitment, and in the world of enterprise software, that commitment is to the client's vision and success. The work speaks, and if it's done right, it speaks volumes.

Keep an eye on the Business Value being delivered by your contributions! Early detection, rapid correction with effective communication will get you recognition!

Ensure business (not just product or technology) needs are addressed. Go beyond business requirements, ensure what is being done really helps the business improve the current processes or even better, look for opportunities to help business gain a competitive edge. Today businesses models are evolving at a rapid pace and ensuring that enterprise software is not just built or implemented with technology in mind but business needs that evolve and need continuous improvement is key to evolving successful enterprise strategy.

Transparency, Transparency, Transparency! It's easy to give good news and status updates. It gets a bit more challenging to discuss the hurdles and road blocks facing you and your client. Most of us have mastered this communication. It's how you handle the bad news that sets you apart. Transparency with bad news and being up front early shows humility and respect and shows you're vested in your client's success. Don't sit on the bad news and let an uncomfortable conversation and situation fester and get worse. Being upfront and transparent on the bad news and bringing solutions to break through the issue at hand is an instant rapport builder and will set you apart.

In the ever-evolving world of enterprise software, it's not just about delivering solutions, it's about fostering connections. Keeping clients in the loop isn't a courtesy, it's a necessity. But beyond mere updates, truly effective communication revolves around active listening. It's in the nuances of their feedback, understanding their needs, and addressing concerns with transparency. The key? Be clear, be concise, but most importantly, be genuine. By fostering this two-way dialogue, we don't just complete projects, we build lasting relationships.

Critical one for Enterprise solutions, since the solution will be used by multiple domain users and large number of users. Starting from Requirement Gathering to Solution Discussion Communication Play a Critical role. The end result of a consultant is to be Trusted Advisor, Commnication skill will enable one step closer.

Clear and consistent communication is the cornerstone of a successful consultant-client relationship. Clients who are kept in the loop feel valued and are more inclined to trust your expertise. But communication is more than an update; it's a two-way street. Actively listening to your clients provides invaluable insights into their expectations, concerns, and evolving needs. Every interaction should be seen as an opportunity to reinforce your commitment to their success. By prioritizing clarity and conciseness in your communication, you eliminate potential ambiguities that can lead to misunderstandings. Misunderstandings can cause mistrust and lead to dissension and a failed partnership!

Knowledge forums are good tools not only to communicate but build a learning organisation where mistakes are improvement opportunities and not learning is treated as non performance

Standing still equates to moving backward, in the realm of enterprise software. Today's innovation could be tomorrow's redundancy. The key to remaining relevant isn't just about adapting, it's about voraciously learning. Each new trend or tool is a chance to elevate our service, offering clients the cutting-edge solutions they seek. It's more than just staying updated, it's about demonstrating an unyielding commitment to mastering the ever-evolving tech landscape. In this dance with technology, the rhythm is relentless learning, and it truly sets apart those who lead from those who merely follow.

As a consultant if we don't know what's happening in the industry of the client we are catering to, we will miss the boat. Every client wants to be on top of their competition and IT enablement is a primary lever now to reach that level.

I think this is one of the most important pillars. By staying updated we can positively contribute to technical discussion and it is really important to follow the latest technology enhancements , which often leads to very productive discussion in customer meetings.

One underemphasized aspect for maintaining a positive reputation is adaptability... being rigid can quickly make you irrelevant. - Adaptability is not just about staying updated with the latest trends, but also about understanding and embracing new ways of working, be it agile methodologies or the latest project management tools...etc. e.g. I once worked with a client who had recently switched from traditional project management approaches to an agile framework. I took it upon myself to understand the nitty-gritty of their new framework and even offered to be a Scrum Master for one of the sprints. This showed the client that I was not just there to deliver a service but also to grow and adapt with them.

While continuous learning is vital, the seductive danger of the "latest and greatest" may also be dangerous. In our rush to stay current, we might inadvertently nudge clients towards flashy tech that's trendy. The most valuable consultants differentiate themselves by coupling their quest for knowledge with a discerning restraint, understanding that newer doesn't always mean better. This wisdom helps in curating technology solutions that are not just modern but also relevant and sustainable. It's a commitment to the relentless pursuit of new knowledge and the judicious application of that knowledge where it counts the most.

Integrity is the foundation of trust for a consultant. In my experience saying “no, our software can’t help you there” is as important as saying “yes, this is where our software can help”. We have to act as an independent and do what is the right thing for the customer. The temptation is always there to support your software and sometimes it “can do it” but we need to question whether we “should do it”. Also, in order to be truly honest, we have to really listen, and question. It’s difficult when you hear a problem that you know your software can solve, to lean in and challenge that problem, but you need to really push to find out whether there’s a better way of doing something so that your fixing the problem and not the symptom.

Just don't lie or mislead. It's that simple. They're looking to you for guidance and they need to trust that you're leading them down the right path. And even more importantly, don't let them make poor decisions. Challenge them to think differently and question their decisions to make them better. It always concerns me when companies don't want to be challenged. A challenge doesn't have to be a negative thing, when done correctly. It's a collaboration on the thoughts and ideas put forth; an open discussion on how the existing themes and processes can be improved upon. Ultimately, I would think that it helps all of us to learn and grow.

As they say there is no short cut for success. Unethical means will get you ahead quickly but in the long term you will fail as your karma will be settled in one’s current life. Also, honest people don’t have to worry of the lies as one speaks the truth all the time and hence there are no made up stories which won’t hold in the long run

Being honest is paramount. "Yes, it will do this", "no, you shouldn't do this; there are better ways". A good customer will always respect you for this and it isn't uncommon for them to call you later on because of your integrity. If you consult for a firm that forces you in directions that are clearly wrong for your customer, reconsider if this is the future you want for yourself.

In enterprise software consulting, complex terminologies and intricate codes entangle, one guiding star remains undimmed, integrity. Beyond just adhering to stipulated guidelines, it's about a genuine commitment to transparency and accountability. It means honoring client confidentiality, valuing intellectual treasures, and having the humility to acknowledge missteps. Success is ephemeral, but a reputation built on the bedrock of honesty and ethics? That's enduring. When you navigate with such a compass, you don't just deliver solutions, you build lasting trust.

Harnessing feedback can be transformative. In the realm of enterprise software consulting, it's not merely about delivering, it's about evolving. Being receptive to insights and critiques allows us to sharpen our expertise. Referrals, meanwhile, are more than business expansion, they're stamps of trust, emblematic of the value and credibility one brings to the table. Actively seeking both not only solidifies one's reputation but fosters genuine, lasting professional relationships. It's a dynamic journey of growth and connection.

Have you ever considered "anti-referrals"? Picture this: conversations where clients reveal why they wouldn't refer you. A bit daunting? Absolutely. But it's a goldmine of raw, unfiltered insight often missed in polite applause. You voluntarily sit in the hot seat, not for applause but for learning. This approach doesn't just humanize the feedback process; it revolutionizes it, shifting from seeking accolades to embracing vulnerability to foster authentic growth and connections.

Enterprise software has so many touch points, feedback can come from a range of sources and is valuable from a range of perspectives. Seeking this feedback from the boardroom to the stockroom can unveil valuable insights on how your software is leveraged and perceived by all potential users. This is especially true for End-User Computing, but can be a valuable exercise to conduct for computing platforms of other types as well. Being able to talk about your software to anyone (no matter how obscure it may be to them) is the foundation to unlocking greater trust, transparency, and clarity that can be taken into future conversations.

Consultants need to often ask for feedback from clients to keep the work on track and build healthy relationships. It's a basic necessity to build a successful partnerships.

In my experience for every sales and marketing events our customers spoke about their experience. This helped building our sales funnel faster

I will write my perspective as a VP of Sales. When you work with a prospect and go through an entire cycle to prove that your company is the right one to take on this project, your job doesn't end when you win the business (sales). If you ask your customer when their cycle begins, most will say after they signed a contract. Staying with your (now) client on the kick-off calls and checking in weekly, if not daily, depending on the project, shows the client you aren't dumping them once you receive a signature and that you are there for the long haul. They know you can be counted on and will demand fixes quickly. This is how serious salespeople manage their book of business and grow their brand simultaneously.

Dont be afraid to reach out to someone new every day. You never know where you may find someone new to learn from, listen to, mentor, or be mentored! Networking is constant - learning is constant, there is no 'bad' conversation! Even challenging conversations are learning experiences!

An underestimated way to build and maintain a positive reputation is to say no. If someone comes to you with an offer of work that maybe you could do, but isn't quite in your wheelhouse, you will gain more of a reputation by politely declining and offering to introduce the prospective client to someone else who can better deliver against their requirements. Obviously in the short term this loses you the immediate contract, but in the long term saying "no" like this puts a lot of credibility behind any "yes" answer that you do give: people will know that you are very confident of your ability to deliver outstanding work. That sort of reputation gets around: clients will want to work with you and colleagues will want to be recommended by you.

Big thing for me this. I think network and collaborating in general. It may start off in the Enterprise Software space but as you start working alongside customers, vendors, partners the net widens to even Universities, Schools, communities just to be part of something bigger. Exchange of Knowledge, Reputation and Brand Building and Demonstration of Proactiveness are areas that have resonated the most. Something a careers adviser told me when I was coming out of university was that you can be good at anything but if you do not have a brand or a story it will be hard to navigate.

Love this subject as it resonates deeply in both personal and professional spheres. Through networking and collaboration, relationships flourish, forming the foundation of shared success. While it might seem that the role becomes secondary after launching a project, maintaining a strategic presence is vital. Consistent engagement can turn clients into invaluable allies, offering guidance through the complexities of their organizational structures. Such involvement broadens and deepens connections within client companies, enriching comprehension of their cultural intricacies. Armed with these insights, strategies can be tailored to foster partnerships rooted in mutual respect and aligned goals."

I have seen firsthand the importance of taking the customer on a journey to realise the value of their investment. This is more than simply implementing "best practices". It requires a deep understanding of the customer's business process, technology landscape, and culture. It also requires the ability to help the customer navigate the trade-offs between these different factors. You may need to influence the customer to consider changes to their business process to truly benefit from the software. To realise these gains, there also must be a consideration for the change management impacts on end users. Taking this approach fosters lasting partnerships founded on trust, innovation, and a shared vision for success.

Stay in touch, ask how it's going? What other plans does the customer have and ask about timeframes. Remember they bought the software from you, because they trust your judgement. Don't be afraid to say hi and take criticism on the chin.

Another point I'd add is the importance of "after-service." Once a project is delivered, the story shouldn't end there. Periodic check-ins and offering post-delivery support can go a long way in establishing a long-term relationship with clients. After all, reputation is not built in a day and neither is it restricted to the duration of the project at hand. By ensuring you’re available even after the project wraps up, you plant the seeds for a long-standing, positive reputation.

ERP client training should include individuals, both internal, external, non-tech and tech. ERP is a Tech Buffet serving enterprise business processes that have commitments to the organization's Books of Business. Thus, implementation is a delicate balance for the external technologist, internal tech support and business process team to all develop relevant use cases. ERP's main function is to bring the enterprise technology, manpower and business rules together into one core competency. Thus, Business Processes (guided by requirements) must have clear conditions to: start, stop, restart. ERP processes are not value for production without them. Client ERP training is the relationship building platform.

Really important.... really understand what value the client is trying to unlock from deploying this particular capability. Too often I see people being dragged into feature / function conversations without stepping back to understand the "why?" behind the ask.