A model for stand-out consulting

Throughout my consulting career I am always looking for ways to create more value for my clients in order to serve them better.

The model that I have developed is described below. While written for consultants, it can be useful whether you are a consultant, an employee or a business owner. I am sure that many before me intuitively go through this process on a daily basis. It is a very simple model, but in my personal experience very powerful.

As a consultant, when you are engaged to solve a problem the tasks to solve it can be divided into three categories:

• Type 1: Tasks that somebody else can do to an acceptable standard, and for a lower cost than you;
• Type 2: Tasks requiring expertise that you have not obtained mastery in; and
• Type 3: Tasks requiring expertise that you have obtained mastery in

It is tempting to take on all of this work, and often your clients will be willing to engage you as a "one-stop shop". By doing this you demonstrate a lack of discipline, and neither serve your clients' best interest nor establish yourself as an invaluable member of your clients' team.

When you identify type 1 work, this should be delegated quickly to be completed under your guidance. This can be delegated back to your client for one of their internal employees, or outsourced to an external party (such as a virtual assistant or a junior consultant) who is a lower rate than you. Note, just because you believe that you can complete the task better than anybody else does not mean that you should. If 60% as good as your output is "good enough" and the other party is half the cost, delegate.

When you identify type 2 work, this should also be delegated. This work however will require additional thoughtfulness from you, as it must go to an expert. This decision should be made on the value that this person provides and the cost of getting it wrong. Attempting to undertake this work yourself will be a distraction for you, potentially costly to your client and disastrous for your reputation.

Focus all of your efforts on type 3 work. This is where you provide the greatest value to your clients. As you free yourself from type 1 and type 2 work, you will have more head space to focus on the areas that you can make a difference - and be even more effective in it as a result.

You may find that you are giving away the majority of your assignments - maybe 80% or more. While this will likely feel like a loss to start with, trust that with time this will more than pay dividends. The starting point is the question: what is the best way forward for my client? Even though you are giving away potential revenue, it will be replaced by additional work as your reputation grows. Furthermore, the value of your time will grow. Your remuneration should be a fair division of value created between you and your client - do not be scared to charge accordingly when you can honestly demonstrate this value.

When we build teams around us of a variety of experts in narrow areas, special things start to happen. The team bounce off each other and new, novel and better ways appear to overcome major challenges. This is what your clients deserve - the best of you, and the best of others.

This simple model is one of service first - if you have a mindset of personal gain then it probably will not work for you. Personal gain is a by-product of serving those around us first. I am convinced that this model is a win-win for you and your clients. Your clients get the best outcome, and you build strong, trust-based relationships and receive your fair share of the gain.

?If this article helped you, you may also enjoy my recent article for the Winter 2019 issue of Consulting Australia's magazine "Consulting Matters"

Effective Consulting Engagements - Help your clients to help themselves