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Stopping Just Short

By Alan Weiss

It's apparent to me that consultants are "stopping just short" of their intended goals because they seem to have a fear of screwing something up rather than an anticipation of exploiting an opportunity. When I ran track, I was taught to "run through" the finish line, as if the real finish were five yards beyond, because the tendency is to actually slow up as the finish line approaches.

I find that consultants obtain objectives from a client such as, "We need to reach consensus about strategy in a retreat," but don't "run through" the tape and ask, "What's the reason that's important?” Because THAT reason is the true value: "We want to ensure that our acquisition plans achieve maximum potential in the shortest possible time." That statement is a far more important objective and implies far more value than the one preceding it.

Okay, I'm Outta Here

Consultants seem so pleased to get positive responses and affirmations that they fear pursuing the issues would somehow endanger their good fortune. Despite the fact that talent and their own incipient value got them there, consultants seem to believe that they are "lucky" and "fortunate" to have an executive's interest and to gain some measure of acceptance.

Instead, we tend to rush to the door and "escape" the impending disaster that will blow up our project rather than remain calm to finish the job. When critiquing proposals, I've asked the writer, "What's the true objective behind this alternative?" or "When will you actually start and finish?" or "What payment terms did you agree on?" And I hear, "Oh, I didn't ask that," or "We didn't get that far."

There is a raft of factors enabling us to influence others, and one of those is consistency. That means that the more someone agrees with a current position or proposition, the more likely they are to agree with related, ensuing statements. So the question, "Would you like to see more productivity in sales?" followed by agreement, will probably lead to agreement with the subsequent question, "Would it be helpful to know how your productivity compares to similar operations?" You get the idea. Pursue this intelligently and the buyer will also be agreeing to look at your proposal.

"Stopping short" is a cardinal sin which is completely avoidable by the consultant. Ironically, we often tend to flee an agreeing and agreeable buyer rather than create still more detailed agreement. I've seen consultants get an agreement to meet again, BUT NOT SUGGEST A DATE OR TIME! They'd say, "That went better than I expected!" and I'd say, "I wouldn't spend the money quite yet."

Book It!

In fact, consultants walk out of those meetings and begin to forecast the business rather than drive for a proposal which could guarantee the business.

Among the most frequent "short stops:"

• Not asking what the budget parameters, if any, are.
• Not asking what the buying process/decisions are.
• Not asking for outcome-based objectives.
• Not finding out what the impact on the client is.
• Not determining why the prospect is talking to YOU.
• Not establishing payment terms to your advantage.

And the most chronic and serious:

• Not establishing a definitive next step.

This last item means there is no date to further the discussion ("I'll get back to you" or "Call me next month") and/or no follow-up ("Get back to me once you've seen our proposal").

Consultants need to "run through the tape." We need to stop being so surprised that we actually reached the person we were trying to reach, are talking to the person we are trying to talk to, and are establishing a positive relationship with a person with whom we're seeking a positive relationship.

We have to be prepared for success, but we're too prepared for (and afraid of) failure. No one wants to stop thirty feet short of the peak of Mt. Everest, or walk out ten minutes before the end of The Godfather, or skip the final chapter of Gone with the Wind.

And you don't want to stop short of the finish line you've been sprinting toward with all your strength and effort. Run through the tape.

Want to read more by Alan Weiss? Visit his author page.