Unless there are very serious doubts (in which case, should the project be going ahead?), most client-consultant relationships and projects start off with the necessary levels of enthusiasm required. Of course, starting is one thing, getting traction and making progress is another. There can be any number of challenges that can slow down or even derail a project.

Whether there is progress or not really comes down to the enthusiasm and commitment of the client and the consultant. While the consultant has some influence, the only person’s opinion that really matters within a business is the business owner (or in some cases head of function, project manager, etc). Without the continued support of this person and those people whom he or she delegates responsibility to, the project will suffer and eventually die.

Of course, the people in those positions have many demands on their time and cannot always find the time for lengthy meetings to discuss projects. The problem is of course, without these discussions, projects can go off track or not make any progress.

Fortunately, there are ways of avoiding these situations. The important thing is to agree them at the start. Suitable tactics can include having alternative ways to meet or communicate. Also ensuring that meetings, presentations, and even just simple conversations cover what is required but are concise.

The other important point is that must always be trust and respect on both sides. Obviously, both need to be earned and it is the consultant’s responsibility to earn that trust from, in the case of a new client, a starting point of zero. Trust can be built quickly. From the first conversations it should be easy to see from the quality of the questions, listening and answers if trust is building on both sides. Once trust is built it needs to be maintained. The only way to do this is through regular contact and delivering on what has been agreed.

There must also be some appreciation that eventually all good things come to an end. Rather than trying to avoid this discussion it is perhaps better to discuss it at the start and continually reconfirm along the way. There can be no place for complacency or expectation. The client is free to choose who to work with. Equally the consultant should only be working for the client while there is the need and appreciation.

Setting terms that suit both parties is important. For example, agreeing to have a monthly review meeting, either face to face or by web meeting, is essential. That way progress can be shown, and any issues can be discussed.

Short project periods can build trust quicker than long project periods. Why? Because there is less risk to both parties. One month or 90-day projects tend to have very clear and defined goals. This means that they can be measured. This approach monitors performance and with good results comes credibility and trust. It also is a way for either party to call time if it looks clear that there is insufficient progress, need, commitment, or enthusiasm to achieve the desired goals. Long term projects should in theory be solid as trust will already be in place. However, without some controls and reporting, this is sometimes where complacency and expectation can start to creep in. Every challenge should be a unique project, and each project should be approached as if it is the first one with the client and possibly the last.

Short payment terms are also important. Non-payment, or even slow payment, can be a sign of client dissatisfaction, so it is important to pick up on anything like that very quickly to understand and rectify any problems urgently. Payment terms of every seven days or no longer than two weeks are vital. Red flags can immediately be raised and any issues quickly addressed. Working this way also associates client money spent with the recent time period while the project and activities are fresh in everyone’s mind.

Transparency is also important. Rather than as some consultants do, charging by the day, or the half day, I have always measured time in smaller blocks, even by the minute. I have also provided a very detailed breakdown of time spent on each task. This enables me to stop and start work on a client project as necessary. It also provides an opportunity to build trust and for the client to suggest that more or less time and money may need to be diverted from one activity on another. This method is not an invitation to renegotiate terms after work has been done in good faith, but an opportunity to get better, sharper, and more productive.

In summary clients and consultants should only be working together when there is the need that has been appreciated and where the efforts of both parties are appreciated. Setting out agreed standards at the start and reconfirming them and if necessary adjusting them along the way can help keep both the relationship and the performance on track.

The answer to this question depends on two things. Firstly the problem that you need to solve and secondly your attitude to dealing with external consultants.

If your problem is fairly standard and you already have a business consultant or coach then it often makes sense to just bring it in to the normal conversation. So if you normally meet your consultant every month, then that issue would be part of the agenda. Client-consultant relationships like this are common and can last for years. Both parties can form a strong trusting relationship and cover a wide variety of topics.

In contrast there will be those issues that are non-standard which fall outside of both your knowledge and that of your business consultant. The more specialist the problem the less likely either you or your consultant will be able to deal with it effectively.

There are pros and cons for both types of client-consultant relationships. 

With the long-term relationship the pros include the deep trust and the knowledge both of each other and the business. There can also be downsides of course. These can include complacency, trying to handle problems without the required expertise and an avoidance of addressing key issues in order to protect the client-consultancy relationship.

One of the criticisms levelled against consultants is that they are brought in to help with one job, but then they never leave. There is always another problem to discuss. Consultants can become almost part of the payroll. Sometimes they are regarded so highly that they become part of the payroll as an employee. 

Of course while the client-consultant relationship is delivering value there is no problem. However, what can happen with time is that the value can gradually diminish.

The specialist type of consultant is hired to help solve a problem related to a specific expertise that consultant has. The consultant will be involved long enough to solve the problem, or at least contribute to solving the problem. After this they will then leave. The advantages of this arrangement include on the pros side that there should be a level of intensity and increased specialist capability to contribute to solving the problem. The disadvantage may be seen as the consultant needs time to learn about your business and develop trust from a zero starting point. 

Since starting my business Hargreaves Marketing Ltd I have become familiar with both approaches. In the first several years virtually all the revenue was generated through working for the same clients. The advantages of this from the consultant’s perspective is that you get to know the client and the client’s business extremely well. Naturally there are downsides too. By being totally immersed in the client’s business it is possible to neglect the development of your own business. 

A consultant’s value really is judged by what we are able to contribute in meetings, discussions and projects. A consultant therefore always has to be learning new things and therefore needs to invest the time to do so.

The big question is what should be learned? Well that depends on whether the consultant wants to be a generalist or specialist. This in itself can be a very difficult question to answer. To be a generalist means having a broad knowledge of many things. To be a specialist means being known for being extremely good at something.

Having spent the first several years being a generalist the challenge for me was to become a specialist. This has meant starting from a generalist position then continually drilling down further into a number of related subjects to develop a value proposition based around specialist knowledge, capabilities and skills. This of course is a very challenging and never ending task, but is currently what drives me.

If you have been thinking about hiring a business consultant or coach, hopefully this post will help.

The difference between a consultancy and an agency can sometimes appear vague and this was highlighted last week in an internet social media discussion.

The general context was that an article had been written questioning the value of larger consulting firms in certain situations. This led to a sort of free-for-all where plenty of people had their say on what they felt was the value (or lack of) that consultancies of all types delivered.

At this point it became evident that there was both a broad range of views and an even broader range of people commenting from people with direct experience to working with consultants to others who just had an opinion based on any number of factors.

One of the comments referred to consultancies as agencies and questioned the need for them in an internet world where people can do their own research and make their own decisions and purchase.

The word ‘purchase’ is key because it implies a transaction. You use an estate agency to buy a house, or an advertising agency to buy advertising, or a website design agency to produce a website for you, or a travel agent to buy a holiday. Their may be some level of ‘consultancy’ provided. This may be from very little for an ‘off-the shelf’ package, to very high if something is being developed for your specific requirements. However, whatever the level of service, there is generally a purchase of something at the end of it.

A consultancy in my view exists to help clients deal with specific challenges. Often this will be to solve, or at least attempt to solve problems, or identify and maximise opportunities. Unlike an agency there is no transaction as such. That is the client has not come to the consultancy to ask them to build a website or arrange a holiday. However, what is possible, depending on the consultancy, is that in addition to providing advice, some services may be offered to help solve the problem.

Now of course if the consultancy simply offered the same services as an agency then there would be no difference. For example, if a consultant recommends that the client needs a new company website and then offers to produce the website, this may lead to the validity of the recommendation being questioned, as in, “are you only recommending this so you can do the work?”

Consultancy services should in my view both be directly related to the project and designed to help the client to build the capabilities to do more for themselves in the future.  This approach reframes the discussion completely as it separates the advice from the work to be done. It invites the client to learn from the consultant and then build the in-house capabilities to do it themselves in the future.

This is important because one of the main criticisms delivered against consultants is that there is no ‘end point.’ That the client and consultant get over-reliant on each other.

Working this way consultancies can be measured not only on how they contributed to solving the problem, but also on how they have helped develop both functional and people capabilities.

In both sales and marketing there are often numerous ways of making improvements at both functional and people levels. The value of the consultant is in working closely with the client to identify what these areas are, and providing a workable plan. Of course strategy execution is always going to be the most challenging part of the process and it is in this phase that the suitability and creativity of the specialist services that are produced is going to be key. The ability of a consultant to design bespoke solutions for the client’s own specific needs is a capability that will mark them out from those firms that only are able to offer, “off-the-shelf” solutions.

Adrian Hargreaves is an experienced sales and marketing consultant and owner of Hargreaves Marketing Ltd, which is a strategic sales and marketing consultancy based in Blackburn, Lancashire.

No matter what product or service we offer, delivering real value is what matters most. Consultants always intend to provide value—after all, that’s their job. But the real question isn’t whether they think they do. It’s whether the client feels the impact.

Too often, consultancy sounds great in the moment. Insightful conversations happen, strategies are discussed—but then… nothing. No action. No results. And while dissatisfaction with any service usually leads to blaming the supplier, consultancy is different. Clients don’t always blame the consultant. They blame themselves for not following through.

But great consultancy isn’t just about giving advice. It’s about ensuring action happens.

If the goal is real change, then the approach has to be built around execution. The reality is, the moment the meeting ends, clients move on to other priorities. A successful methodology integrates seamlessly into their workflow—making implementation natural, effortless, and effective.

That’s why at Hargreaves Marketing Ltd, we don’t do vague monthly check-ins or ‘nice-to-have’ discussions.

Instead, we deliver disciplined, evidence-based, structured programs designed for real-world impact.

Want to know how? Contact Adrian Hargreaves.