(The first five reasons for anger directed towards consultants are listed in a previous article. Part 2 of this article will examine methods of resolution.)
Consultants often provide cost-effective and excellent value through their work and knowledge. When project goals are met, they provide excellent prodinst and enhanced productivity. Any company can greatly benefit from the work of consultants, particularly those that are rated as outstanding. However, not all consulting relationships progress smoothly. For a multitude of reasons (sometimes because of the hiring companies, sometimes the consultants, or both), problems arise. Part one of this article details many of these problems, part two examines their methods of resolution.
6. Poor communication. This is the most common cause of anger and project failure; the inability of consultants and companies to frequently communicate about all aspects of a project. Sometimes it even leads to questions of who is actually running the project - the company or the consultant. Knowledge and communication skills are two important characteristics of outstanding consultants. It can also include poor documentation and training of company staff (if needed).
7. Managing expectations. This incorporates communication, project planning and setting realistic goals. Frequently, it is these expectations that results in much project disappointment and frustration. One key term to remember: setting realistic expectations.
8. Frustration. Sometimes, the client is frustrated about the progress, cost or some other aspect of the project. Sometimes, this frustration has nothing to do with the project at all; it could be personal or even relating to some other work-related situation. Regardless, that frustration is directed towards the consultant.
9. Job protection. This is particularly true when a job does not go well, though it can occur even when a job goes well. By withholding information from the consultant, a project manager can sometimes build job protection where the consultant and/or company personnel require his services. Furthermore, if the consultant trains only the project manager, that manager can now function as "the expert". Company input funnels to him and displeasure can be directed towards the consultant who may evolve into a threat.
10. Manipulation. Sometimes, clients try to obtain additional services than what was originally agreed-to by the consultant. By displaying anger and dissatisfaction, they will often get additional "do-good" extra work from the consultant as a means of appeasement.
11. An easy target. Face it; a consultant is an easy target. They have no long term investment in the company and they are present for only a fixed amount of time. It's very easy to direct anger towards a consultant who usually, has little recourse, particularly if they want to keep the contract.
It is important to realize that clients who communicate their displeasure - regardless of the reason or the cause - are seeking a resolution to the problem. The most severe and unresolved problems that worsen over time usually occur when clients are silent. Part 2 of this document will discuss various response strategies.
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