As further proof of the consultant's libertarian philosophy, expressed or otherwise, he has placed himself in the radical position of marching to the tune of his own drummer - something that most of society is unable to do while employed by others. The consultant has come to terms with his own individuality and decided in no uncertain terms that his inner nature precludes being dictated to by outside forces with regard to his mode of work, his place of work, and his method of practicing his expertise. He has placed himself in the enviable position where no one can infringe on his personal rights, his property, or his person and where no one can exploit him without consent.
This being the case, it now remains for the consultant to succeed in maintaining his libertarian views in the world of his clients and his prospective clients. No mean task. But, unless this can be accomplished, success in real terms is not within his grasp. This lofty goal can be reached by means of a set of psychological strategies to be used on himself as well as on his clients. Once learned and practiced to the point where they become habit without strain, the consultant's ultimate success is assured- emotionally as well as financially.
It remains for us to identify these tried and true strategies, and then apply them to our own individual consultancies. This, then, is the purpose of this article. It is based on my personal knowledge of many schools of psychiatry, on my own experience as a consultant, and on my sessions with my clients as a consultant's consultant.
Here are some more psychological ploys that work well for consultants:
When confronted by hostility - conscious or unconscious on the part of the client-you will find that the client's "armament" is apparent in his defensiveness. Your offensiveness, or attack against his defensiveness, would be futile and damaging to whatever relationship you hope to achieve. It is best to disarm the client with a very surprising weapon: the truth. So rare is naked, emperor-wears-no-clothes truth these days that one is always taken aback in hearing it. Throwing up your hands surrender-fashion with remarks to the client such as, "Hey, I came here to help, remember?" or "You must be under an awful lot of pressure to be coming on this way," almost always get the client to drop that defensive position and get on decently with the business at hand. Most consultants prefer to ignore hostility; the client is aware of this, and merely pushes harder as a result. Your honestly telling him in some way that you are aware of the negative "vibes" in the room lets the client know that you are forthright and aboveboard, as well as astute. Put another way, to be guileless is to beguile.
Thoughtfulness is usually repaid in kind; when it isn't, it at least incurs obligation. For example, consultants always do more trade and professional reading than do clients. So read with a scissors and with your clients and prospective clients in mind. Clip and send them articles, notices, etc., with "F.Y.I." and "thought-you'd-be-interested-in-this" notes. You'd be amazed at how well this Chinese water-torture beneficence works for your consultancy. Eventually, they all get back to you with an assignment, a lead, or referral. My advertising copywriter has been doing this "number" on me for years, and in those months that I don't at least recommend him to someone, I feel guilty as hell.
The bestselling book to the contrary, consultants never win through intimidation.
Learn to be aware of your own times of emotional and /or physical stress. Once you have identified them - from a common cold to a spat with your spouse to floating anxiety about your practice-learn to stay away from your clients during those brief periods. Postpone meetings, be "out" to telephone callers, and don't send out correspondence-until the physical or emotional siege has passed. Work only under the best of conditions.
Do not suffer foolish clients gladly.
Stand up to any aggression and attempt to right any wrong done to you. But do not go beyond to retribution. "Getting even" is a tragic waste of your time and psychic energy, and it will accomplish nothing.
With regard to client confidentiality, try not to receive confidential information that does not concern you or the project at hand. Having this kind of information will engender resentment by the client later, when he discovers that he shouldn't have revealed it to you in the first place. Someone once said, "Two people can keep a secret if one is dead." But someone else once said, "Two people can keep a secret if both are dead."
When you are in a bidding situation, bid outrageously high. Clients do not accept outrageousness as reason for an extremely high fee. Instead, they perceive that you must be the "Cadillac" in your field if you command such a high price, while your competition, bunched together with bids in the same price range, must be the "Fords" and "Chevys." It works.
Paraphrasing the A. A. creed, have the courage to pursue those assignments where you can succeed, the serenity to forgo those assignments where failure is apparent, and the wisdom to know the difference.
