It is quite common for members of professional groups or associations to look to one another for collegial support, the sharing of best practices and referrals. These interactions are just a few of the myriad of benefits.\u00a0<\/span><\/p>\n <\/p>\n But for the most part these interactions are transactional and stand-alone. The interaction happens while each consultant goes about his or her own business.\u00a0 There may be a referral fee exchanged\u2014or perhaps a professional services fee for assistance with a practice challenge such as a web site, IT problem or personal coaching need.<\/span><\/p>\n While these interactions are undoubtedly valuable, they rarely result in the kind of fundamental structural change to a practice that enables significant revenue growth.\u00a0 Achieving growth in a practice by increasing the size of\u00a0\u00a0 client engagements, almost always requires discovering ways to add both capacity and capability\u2014in other words, additional consultants with complementary specialties.<\/span><\/p>\n A successful venture into multi-consultant engagements requires a strong collaboration model. In this white-paper we offer our shared experiences and a four-part model.<\/span><\/p>\n The Model:\u00a0 The Four Circles of Consultant\u00a0 Collaboration\u00a0<\/span><\/p>\n The Four Circle model is based on two premises. First, for a collaboration model to work, it must provide value to all stakeholders, clients and collaborators\u2014clients first.\u00a0 Secondly, an effective collaboration model must be congruent with the individual collaborators\u2019 success models.\u00a0 In this article we will focus on the first premise. \u00a0<\/span><\/p>\n The model depicted in Figure A posits a framework for a long lasting collaborative arrangement that will support continued practice and client growth.\u00a0 The model creates long-term synergy.\u00a0 It does not come together for a single engagement and then dissolve.<\/p>\n The four components are: a) Trust, b) Business Development, c) Thought Leadership and d) Project Execution. See<\/span>\u00a0the figure below<\/p>\n <\/p>\n Trust:\u00a0 The Foundation<\/span><\/p>\n Mutual trust means an explicit commitment to a common code of ethics and values. This is essential.\u00a0 For us, as management consultants, there is no better starting point than the Institute of Management Consultants (IMC) Code of Ethics.<\/p>\n Our experience is compiled in a Ten Point Trust Checklist and will supplement that\u00a0 \u201cgut-feeling\u201d concerning a potential collaborator.\u00a0 The checklist helps to determine whether you invite this person to work with you and to meet your most valued client based upon a more meaningful and objective criteria than \u201cHe or she seems nice\u201d. You owe your client meaningful due diligence when selecting collaborators.<\/span><\/p>\n For each item on the checklist, one should ask, \u201cTo what degree does this potential collaborator demonstrate\u2026\u201d<\/span><\/p>\n Ten Point Trust Checklis<\/span>t<\/span><\/p>\n 1.\u00a0Competence: client results, track record, testimonials, project management, case studies, industry expertise, academic accomplishment, thought leadership<\/span><\/p>\n 2.\u00a0Primacy of the Client: priorities and value to client; has the best interest of the client at heart at all times<\/p>\n 3.\u00a0Intra-Collaborator Communication: open and honest, tool savvy<\/p>\n 4.\u00a0Collaboration: track record of other successful collaborative projects<\/p>\n 5.\u00a0Discipline: process and project management<\/p>\n 6.\u00a0Documentation: reliable tools and methodologies<\/p>\n 7.\u00a0Client Communication: strong\u00a0 verbal, written and people skills<\/p>\n 8.\u00a0Financial\/Business Acumen: linking all activities to the economic benefit of the client<\/p>\n 9.\u00a0 Commitment: accountable and dependable<\/p>\n 10. Integrity<\/p>\n There are two important trust links that must be solid.\u00a0 The first is between you and your collaborators and the second is between the collaborator and the client.<\/span><\/p>\n Regarding interpersonal collaborator trust: trust does not typically happen overnight.\u00a0 Nor does trust grow without continually building and reinforcing the points on the checklist.\u00a0 Remember, it takes years to build trust\u2014 only seconds to destroy it.\u00a0<\/span><\/p>\n Regarding client trust: your client is depending on you to select only the best collaborator to work on his or her project.\u00a0 By using the Ten Point Trust Checklist you can clearly articulate why you are making the recommendation you are.<\/p>\n Business Development: Also Known As Making Rain<\/span><\/p>\n Anyone desiring a successful practice needs to know how to capture new business. Collaborative projects where one or more of the collaborators simply burn-off project backlog landed by others, do not build effective long-lasting collaborations.\u00a0 Each member of the collaborative team should be actively working to increase the visibility of the group and increase the probability of landing new opportunities.\u00a0 Leaving the rainmaking to everyone else does not build a long term collaborative\u00a0\u00a0 relationship or trust. No free rides.<\/p>\n Business development is something we as consultants need to do everyday.\u00a0 The challenge is that most of us are trying to balance our time between\u00a0\u00a0 execution, administration and selling. We typically spend more time in the delivery mode (where we actually use our expertise and do what we enjoy) than in developing new business relationships and opportunities.<\/p>\n Several years ago, Jerry brought on (hired) a collaborator with expertise in organizational management to assist in a two-year corporate turnaround project.\u00a0 It was explicit; collaboration would require business development\u2014not\u00a0 simply execution. After 6 months it was apparent this individual could not, did not want to, and avoided at all costs, engaging in new business development activities. Yet, he was very good at what he did. The client loved him.<\/span><\/p>\n The solution: he became available to the client for full-time employment. That deal consummated, he was happier, the client was delighted and Jerry was free to begin work with a new\u00a0 collaborator with a business development gene.<\/span><\/p>\n Thought Leadership: A Thoughtleading Frame of Mind<\/span><\/p>\n It is generally accepted in the consulting ranks that thoughtleading\u2014\u00a0\u00a0\u00a0\u00a0\u00a0 publishing, speaking on topics related to original thought, research, individual intellectual capital and work experience demonstrate competence and expertise.\u00a0 If each collaborator in a group is actively engaged in thoughtleading activities such as these, the probability of additional opportunity for collaboration is more likely.\u00a0 A thoughtleading frame of mind can generate greater market exposure and perceived expertise for the group.<\/p>\n Collaborating consultants have a dual responsibility; to their own practice and to their collaborative team to publish and speak.\u00a0 This illustrates the concept of\u00a0 \u201ccongruency\u201d mentioned in our second premise.<\/p>\n In productive collaborations, published works and joint presentations as well as shared success stories, help build credibility.<\/p>\n A good example of collaborative thought leading synergy is the book \u201cAbsolute Honesty\u201d by Bob Phillips and Larry Johnson.\u00a0 These two individuals, with completely different expertise, worked together to develop a product that is useful to both individual practices. Bob is an Organizational\u00a0 Development specialist and Larry is a\u00a0 motivational speaker. Bob developed the \u201cStraight Talk\u201d workshop which was generated from the book, as a\u00a0\u00a0 major component of his practice and Larry uses the book\u2019s concepts and principles as a major component of his keynotes.<\/p>\n When Larry asked Bob to collaborate on a book, the common ground for both was honesty and integrity in the workplace.\u00a0 The basis for their collaborative efforts was their personal value system of relating to clients and others with a high standard of integrity and respect.<\/p>\n One can see the \u201cTrust\u201d, \u201cThought Leadership\u201d and \u201cBusiness Development\u201d parts of our four circle model at work in this example.<\/p>\n Project Execution<\/span><\/p>\n The ultimate determination of success in a collaborative engagement is\u00a0 \u201cdelivery\u201d to the client.\u00a0 There must be clear expectations; before, during and after the work is completed.<\/span><\/p>\n In a recent collaborative engagement with multiple people, projects and deadlines, Diane found using a project management worksheet was the best tool for managing deliverables.\u00a0 Remember the Gantt chart?\u00a0 Collaborators must discuss in detail and reach consensus on each of the deliverables to avoid jeopardizing the project or a negative impact to the client.\u00a0 Open and honest communication is essential.\u00a0 We suggest five categories around which to achieve collaborative clarity.\u00a0<\/span><\/p>\n Deliverables:\u00a0 The first rule of deliverables\u2014be clear and specific.\u00a0 Be very, very clear and specific.\u00a0 The\u00a0\u00a0 second rule\u2014never agree to pay a\u00a0\u00a0 collaborating consultant an hourly fee in a fixed price contract.\u00a0 While it may sound obvious, we won\u2019t mention which\u00a0\u00a0 author fell prey to this.\u00a0<\/span><\/p>\n Deliverables should be clearly defined, specific and easily identifiable. Here\u2019s a specific example: train 25 sales\u00a0\u00a0 people in 5 specific locations nationwide.\u00a0 Here\u2019s a non-specific and vague example: improve the productivity of the sales force.\u00a0 And here\u2019s an example that has the potential for trouble:\u00a0\u00a0\u00a0\u00a0 improve the sales force productivity by 30% in the next year.\u00a0 While this last example is specific, it may be difficult to achieve because it is out of the consultant\u2019s span of control. Whether\u00a0\u00a0 defining deliverables as a standalone consultant, or in a collaborative arrangement, task ownership and\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 expected results must be clear.<\/p>\n Milestones and Checkpoints:\u00a0 If your client proposal does not reference a timeline for deliverables, you may want to consider one. Project management software and templates are plentiful.\u00a0 However, a well-designed Excel spreadsheet may be sufficient for\u00a0 planning, scheduling and monitoring\u00a0\u00a0 a project.<\/span><\/p>\n The timeline identifies various milestones, checkpoints and dependencies of the project.\u00a0 It communicates to the client when the work should be completed.\u00a0\u00a0 It also helps both client and consultant in scheduling resources, staff, etc. and staying focused on priorities.<\/span><\/p>\n Fee Structure:\u00a0 Building a fair revenue sharing model is key to avoiding many issues. If not addressed prior to the launch of a client engagement, a poorly planned fee structure can lead to a quick, one-project, bitter ending to what could have been a potentially great collaborative team.<\/span><\/p>\n Table 1 suggests a useful Financial Split Model.<\/span><\/p>\n \u00a0 Intellectual Property (IP):\u00a0\u00a0\u00a0\u00a0 Assure that ownership of any IP created in preparation for, during and\/or after project completion is clearly defined. \u00a0Typically, IP agreements are written to\u00a0cover inventions or techniques that may result from project execution. The basic issue is who owns what and under what conditions.<\/span><\/p>\n For example, IP related to the project itself (software developed, designs, tools) typically reverts to the client as work-for-hire outcomes. If a new \u201ctool\u201d is consultancy-practice-related, ownership will revert to the managing consultancy practice as long as specifically understood by the client and collaborators.\u00a0 The tool, from that point on, is owned by the collaborator under whose business entity the project is being executed.<\/span><\/p>\n Whatever the circumstance, clarity between all parties is critical.<\/span>P.S. The last 1% is set aside for the post-execution celebration.<\/span><\/p>\n Data Retention:\u00a0 Every step along the way, documents and electronic communication must be managed.\u00a0 It is vital that data created, collected and presented,\u00a0 be retained and maintained.\u00a0 Data and filing systems (paper\u00a0 and electronic) should be easily accessible and well organized. If you or the client need a document during the project or post-project, records should be easy to retrieve.<\/span><\/p>\n In one case, the owner of a large firm expressed concern over the value of a major two-year transformation program.\u00a0 The consultant volunteered a comprehensive project audit.\u00a0 Because all project work had been well documented (proposals, work product, deliverables, communications, etc.) the audit turned a stern-faced confrontation to a delighted client experience and supplemental work.\u00a0<\/span><\/p>\n Conclusion<\/span><\/p>\n When problems arise in a collaboration, it is usually because details, deliverables, expectations, ownership, fees and accountabilities were not clarified, agreed to, documented and\/or signed.<\/p>\n In addition to the contractual specifics of individual projects, it is imperative that collaborators understand and work within a mutually agreed upon and understood framework\u2014a framework that extends beyond a single project to one that creates a long term business relationship.\u00a0<\/span><\/p>\n We have proposed a four-circle collaboration model with crucial and\u00a0\u00a0 distinct parts: Trust, Business Development, Thought Leadership and Project Execution. Understanding and\u00a0 operating within this framework\u00a0\u00a0\u00a0\u00a0 creates the greatest congruency and synergy for all concerned. \u00a0<\/span><\/p>\n \u00a0*********<\/p>\n About the authors:<\/span><\/p>\n Diane Gibson<\/span>, is President and Founder of DMG Consultancy, Ltd. an organizational development and change management\u00a0\u00a0\u00a0\u00a0 consulting firm serving clients in Idaho, Washington and Oregon.<\/p>\n Bob Phillips<\/span>, is a Principal with RW &\u00a0 Associates, Inc. an organizational development consultancy headquartered in Bend, OR specializing in cultural ethics. Bob is co-author of \u201cAbsolute Honesty\u201d, now in its 10th printing, and the book\u2019s companion\u00a0 \u201cStraight Talk\u201d workshop.<\/p>\n Jerry Vieira, CMC<\/span>\u00a0 is President and\u00a0\u00a0 Founder of The QMP Group, Inc., a Portland, OR. based management consulting firm that assists clients in growing the market value of their businesses through market strategy and marketing & sales organizational transformations<\/a>.<\/p>\n *******<\/p>\n![\"Collaboration_Model\"](\"http:\/\/theqmpgroup.com\/wp-content\/uploads\/2014\/03\/09\/a-consultancy-collaboration-model\/Collaboration_Model-263x300.png\")
<\/p>\n![\"Collaboration_Split\"](\"http:\/\/theqmpgroup.com\/wp-content\/uploads\/2014\/03\/09\/a-consultancy-collaboration-model\/Collaboration_Split.png\")
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