Hi, David,

As someone relatively new to consulting (after a 20 year career working for tech companies), I'm learning that things that are in the long-term best interests of a relationship and in the short-term revenue interest can be at odds.

For example, in the short run, it's very tempting for me to try to make the client as dependent on me as possible, the better to entrench my position there, bill more hours, extend the engagement, etc. To do that, I would keep my knowledge close to the vest, not communicate candidly, not try to build the skills of the client's own people.

In the long run, though, I've been in situations where individual consultants could not be let go because of the knowledge they alone possessed. It was never good for the company, and the relationship with the consultant sooner or later soured. After all, no one likes to be over a barrel.

So, I'm trying to keep this in mind with my biggest customer. Trying to bring my expertise to bear, but also operating with a high degree of transparency and sharing lots with the customer's staff. And helping them prepare for the day where they will not need me anymore.

But it ain't easy.

Regards, John

I agree with relationship plans and would like to add one more thought...salespeople who view themselves as salespeople are destined to lose business over time to salespeople who view themselves as business people.  Your goal in the relationship has to be to understand what your customer, internal or external, truly does.  If you believe your product/service adds value and you know it inside and out, then what you are lacking is knowledge of what your client truly does.  Relationships, personal and professional, are built on caring about the other party over all..not just how it affects you.

David, I think the word "relationship" on its own triggers a "Yes, of course I want that" reaction among customers and suppliers alike.  But the only way for a relationship to build real value is when there is mutual exchange of value.  So in addition to the supplier figuring out how to be more relevant, drive more impact at less cost and be more proactive, etc., the customer should well determine what they offer in return for the supplier's to energy and assets.  In the best relationships, this exchange of value is clearly understood by both parties.

I agree with Gred. I've always thought about building relationships with clients. And I've thought of selling as "relationship selling" with a nod to Jim Cathcart. But those three little steps were a "scales falling from the eyes" moment. Thank you.

David, my client group - one to five people businesses - build  primarily relationships. They often do not have a sales-plan, it is interesting to realize that. A personal relationship is what gets them repeat work from their clients.

The building of these relationships often takes place over lunch in the pub or a long chat in the office. Often SOHOs have very local relationships, within 30 miles around their place of business. This in turn makes easier to maintain these relationships.

If you take a look at someone who is successful at getting new business, a fairly common characteristic will be " lots of time spent with clients". From this it seems easy to draw the cause-effect conclusion that spending time with clients = new business.

Only problem is, we are only looking at those people who are successful. Plenty of consultants who are unsuccessful at getting new clients in the door and repeat business from existing clients also spend time with their clients and prospects. They just don't necessarily get what they should be doing while there.

1. Understand the client
2. Understand the client's problems
3. Understand the client's perspectives
4. Understand the client's personal and organisational goals
5. Demonstrate your usefulness to the client

And oddly enough none of this requires the glossy pamphlet outlining your past achievements and why you are the best firm. Just spending time in front of clients doesn't mean there's a relationship.

I think I am basically agreeing with David M here, but also highlighting how "sampling bias" when looking at who is successul makes it easy to get warped idea of what it takes.