The Consultant and the CEO
post # 394 — June 28, 2007 — a Client Relations post
R Shawn Callahan, Founder of Anecdote Pty Ltd in Australia, has a question for all us. He writes:
“For the last month or so I have been working well with a client and her staff helping them develop their brand strategy. My client heads a division of a company. A couple of weeks into the project I’ve become aware that my client has an abysmal relationship with her CEO, whom she reports to. I also quickly learned that the CEO is a tyrant and displays many of the characteristics Bob Sutton described in his book The No Asshole Rule. The CEO makes the lives of her staff miserable. They are both terrified and befuddled by her unpredictable, bullying and overbearing behavior.
“Last week my client went overseas for work and the CEO has decided she wants to run the branding project during my client’s absence. The CEO attended a meeting of the leadership team I’m working with and she proceeded to denigrate her staff telling them that their opinion meant nothing and then proceeded to attack the project. The staff all looked at me to say “sorry†but couldn’t say a word.
“My question for you and your readers is this. How involved should a consultant get in trying to help a group of people who can’t make headway because the way the CEO behaves?â€
***
Shawn, others may disagree, but my opinion is that you have virtually no choice. You were not hired to help the group deal with their boss, and it’s neither practical nor “the right thing to do†to try and take on that role. You’re gonna lose!
Maybe, if you really have superior psychological, political, interpersonal, sociological, emotional and intervention process skills, you could pull this off. But the odds are incredibly low. It’s one thing to be explicitly hired as a process consultant to help an organization function, with the CEO’s explicit consent. It’s a whole ‘nother thing to take it on as an extra challenge on a project where you were hired to do something else.
And if that means the project you were hired for is doomed, well, it’s doomed.
***
Anyone else have different advice for Shawn?
Carl Singer said:
Hindsight is so devilishly clever in situations like this — nonetheless here are a few thoughts:
1 – I agree with David, your engagement was to paint the house, not to rebuild the foundation. (A mediocre analogy at best.)
2 – Fundamental in an engagement — know who the “real” client is and what their expectations / motives, etc., are.
3 – I harken back to Sy Syms (an East Coast discount clothing seller) — “An educated consumer is our best customer” — a variant (see article on my website re: 7 characteristics of successful projects) is that good customers make good projects.
QUESTION: What to do when you find yourself involved with a “doomed project” ? I imagine that answers will range from “cut and run” to “hang on tight” — David, I’d really like to hear what you and your readership have to say.
Carl
posted on June 28, 2007