Chapter 3 - Build Client Partnerships Flashcards
Why is technical expertise alone not enough to succeed in performance consulting?
Because influence and change happen through strong client relationships, not just expertise. You must master the “art” of collaboration to shape strategic decisions and drive business results.
What are the three possible consulting roles described by Peter Block, and which one should I aim for?
Expert (consultant decides)
Pair of hands (client decides, consultant executes)
Collaborator (shared decisions and accountability)
→ Aim for being a collaborator.
What are the three foundations needed to build strong client partnerships?
Access (regular, direct contact with true clients)
Credibility (client’s confidence in your ability to deliver business results)
Trust (client’s confidence in your integrity and reliability)
How can I proactively build access to sustained clients?
Identify true decision-makers.
Regularly meet to discuss their business goals, not just HR topics.
Share relevant industry articles.
Ask them to coach you on understanding their business.
Volunteer for visible projects.
Publicize wins and offer help during crises.
How should I handle a project when the initial contact is not the true client?
Work with the contact (not around them) to arrange joint meetings with the true client. Gently guide the process to ensure decisions involve those who own the business outcomes.
What defines credibility with a client?
Credibility is the client’s confidence in your ability to link solutions to business results, based on your understanding of their business, your professional expertise, and your ability to challenge or expand thinking when needed.
What kinds of knowledge must I build to enhance credibility?
Deep knowledge of the business/industry.
Working knowledge of HR, Learning, OD, and Talent solutions.
Understanding of change management, consulting models, critical thinking, e-systems, human performance technology, and organization development.
What practical ways can I show business acumen and enhance credibility in meetings?
Present business cases with financial rationale.
Connect the dots across business units.
Expand discussions with powerful questions.
Push back respectfully when solutions don’t align with goals.
Show you share accountability for business outcomes.
How can I intentionally build trust with clients?
Honor confidences.
Deliver what you promise.
Be direct and respectful in difficult conversations.
Focus on shared business goals, not just “your solution.”
Take accountability without blaming others.
What is a sign that I’ve successfully built trust with a client?
Clients seek out your advice, invite you to strategic meetings, and share confidential concerns with you — treating you as a true partner rather than just a vendor.
What should I do if I mainly have tactical (not strategic) relationships with clients today?
Start reframing conversations to focus on business results, not just solutions. Position yourself as a thought partner by discussing goals, challenges, and how performance improvements can drive success.
How does the story of Dick Handshaw illustrate a key lesson about performance consulting?
It shows that relationships drive opportunity. A single interaction, built on authenticity and shared professional respect, can lead to lasting partnerships that shape your career.
