The most infuriating part of being an independent consultant can also be the source of your best growth - but you have to do it right.
Another great article: thank you for sharing.
The rejection < > self-reflection matrix is a great tool to remind one to reframe a negative experience into a positive learning experience.
Thanks Clare - hope it helps! It's not always easy to think of it in these terms - but it's always helpful!
This is spot on Richard, I can relate to the scenario from being in it over many years consulting.
And really like you proposed 6 step process, I will save this article for future reference.
I found that your Step #6 is so important, that it may override many of the others.
I once had a client that requested a study to evaluate a problem and propose a solution.
We did this once and nothing happened. We didn't get the project nor they did anything.
Exactly year later they asked us to redo the study, once again no project to implement the solution, not for us not for anyone.
A third time, same cycle.
It wasn't until we met with his Director that we got the project and implemented it successfully.
My contact didn't know how to sell it internally. They had the budget every year, they had the need.
But the Director was new to the company at the beginning and it took us 3 years to sit in that meeting.
Higher and lateral stakeholders are some times the key, not your contact 🤷♂️
I think long-term sustainable relationships will always require engagement with contacts throughout an organisation. Sometimes these things take months....even years.
Another great article: thank you for sharing.
The rejection < > self-reflection matrix is a great tool to remind one to reframe a negative experience into a positive learning experience.
Thanks Clare - hope it helps! It's not always easy to think of it in these terms - but it's always helpful!
This is spot on Richard, I can relate to the scenario from being in it over many years consulting.
And really like you proposed 6 step process, I will save this article for future reference.
I found that your Step #6 is so important, that it may override many of the others.
I once had a client that requested a study to evaluate a problem and propose a solution.
We did this once and nothing happened. We didn't get the project nor they did anything.
Exactly year later they asked us to redo the study, once again no project to implement the solution, not for us not for anyone.
A third time, same cycle.
It wasn't until we met with his Director that we got the project and implemented it successfully.
My contact didn't know how to sell it internally. They had the budget every year, they had the need.
But the Director was new to the company at the beginning and it took us 3 years to sit in that meeting.
Higher and lateral stakeholders are some times the key, not your contact 🤷♂️
I think long-term sustainable relationships will always require engagement with contacts throughout an organisation. Sometimes these things take months....even years.