CHAPTER 7 Some Nuances of Contracting

Question 1

What are the three ways to get work with clients?

Answer 1

• We’re asked in
• We want in
• We’re sent in

Question 2

What is the primary goal of contracting?

Answer 2

To gain mutual agreement on what work will be done and how it will be done

Question 3

What is the ‘sent in’ scenario in consulting?

Answer 3

When someone has sent you to the client’s organization to fix something or implement a process

Question 4

In the ‘sent in’ scenario, what should you do to build trust?

Answer 4

Call out the elephant in the room and share personal acknowledgment

Question 5

What is a key consideration when clients are unsure why you are there?

Answer 5

They may know why you are there and don’t like the idea of having someone sent to fix them

Question 6

What should you do after agreeing on the presenting problem in a ‘sent in’ scenario?

Answer 6

Exchange wants and offers and progress through the rest of the contracting model

Question 7

What does ‘want in’ scenario refer to?

Answer 7

When you see a need in the client’s organization and want to offer your expertise

Question 8

What is the first step in a ‘want in’ contracting conversation?

Answer 8

Personal acknowledgment of your feelings about the situation

Question 9

What must you do before stating what you want from the client?

Answer 9

Define the problem you believe the client is facing

Question 10

What are the two types of selling mentioned?

Answer 10

• Good Selling
• Good Contracting

Question 11

What should you do when initiating contact with a client?

Answer 11

State what you want from the client and acknowledge that you are making a sales call

Question 12

True or False: Charisma and presence are the most important traits for a consultant.

Answer 12

False

Question 13

What are common reasons for client resistance?

Answer 13

• Distrust of competence or confidentiality
• Fear of losing control
• Fear of vulnerability
• Distrust or disrespect towards the consultant
• Bad past experiences

Question 14

What is a crucial step when facing client resistance?

Answer 14

Help the client express their reservations about you and your product

Question 15

What should you do if a client expresses a ‘no’ after addressing their reservations?

Answer 15

Reassess whether you have identified a real need and if your service is appropriate

Question 16

What do clients often cite as reasons for refusing a contract?

Answer 16

• Lack of money
• Lack of time

Question 17

What is the underlying issue when clients cite time or money as reasons?

Answer 17

Motivation and commitment, not budget or time constraints

Question 18

What is the role of consulting in an educational process?

Answer 18

To help line managers learn how to manage their organization or solve problems

Question 19

How can a contracting meeting serve as a model for consulting work?

Answer 19

It demonstrates how to collect information, create space for doubts, and exchange feedback

Question 20

Fill in the blank: The ‘flawless consulting contracting model’ is primarily set up for the ______ scenario.

Answer 20

[asked in]

Question 21

What should be done if the problem you defined is not what the client is experiencing?

Answer 21

Reassess and redefine the problem

Question 22

What is the primary way managers learn from consultants?

Answer 22

Managers learn more from watching consultants than from listening to them.

Question 23

What is the purpose of the contracting meeting?

Answer 23

To collect information on the problem, create space for doubts, test theories, share intuition, exchange wants, and give feedback.

Question 24

What can the contracting meeting serve as?

Answer 24

A mini-example of the consultant’s approach to working with clients.

Question 25

How can clarity in naming content and relationship dimensions help in consulting?

Answer 25

It reduces client fears about loss of control and vulnerability.

Question 26

What should a consultant do if a manager struggles to understand how they can help?

Answer 26

Engage in a brief demonstration of their consulting process.

Question 27

What is the duration of the suggested mini-consultation?

Answer 27

20 minutes.

Question 28

What is one benefit of conducting a sample consultation?

Answer 28

It allows the manager to experience the consultant's responsiveness and collaboration.

Question 29

What should be discussed at the end of the contracting meeting?

Answer 29

How the manager feels about the project, the meeting, and working together.

Question 30

What type of measure is often used to assess success in consulting projects?

Answer 30

Qualitative measure.

Question 31

What should a consultant ask 20 minutes before the end of the meeting?

Answer 31

How do you feel about this meeting? Any reservations?

Question 32

Why is it important to ask about the manager's feelings during the meeting?

Answer 32

To provide a sample of how the client might engage their own team.

Question 33

What is the purpose of guiding and shaping the conversation in consulting?

Answer 33

To ensure that expertise and recommendations will be acted on later by the client.

Question 34

What is the fundamental aspect of the consultant-client relationship?

Answer 34

Trust.

Question 35

What should a consultant avoid doing when trying to build a relationship with a client?

Answer 35

Explaining their intentions without acting on them.

Question 36

What is the difference between explaining and acting in the context of consulting?

Answer 36

Explaining creates distance, while acting demonstrates partnership and vulnerability.

Question 37

What does the consultant commit to in their approach?

Answer 37

Acting out the path they want to walk on.

Question 38

Why should a consultant not wait until the end of a meeting to ask for feedback?

Answer 38

If there are issues, it is too late to recover.