Super Consultants

Once upon a time I ran a company called Systems Research & Development (SRD) that specialized in building custom software.  We had an unusually successful track record for such a business.  Failure was not an option and in our mind every customer had to become a raving fan.  Question: What kind of a consulting team does it take to successfully design and build ground up, one-of-a-kind software systems – year over and year?  Answer: Super consultants.

Introducing “The Super Consultant”

Super Consultants are professionals who direct, guide, drag, push, or pull a project through to the end.  They take personal responsibility for the entire project, including external influences, despite any “obvious” proof that certain events were beyond their control.

Everyone has heard the phrase “the customer is always right.”  But the Super Consultant lives to a higher standard.  Every glitch in the project that threatens success is the responsibility of the Super Consultant.  There are no excuses.

When any consulting team sells a project they are saying, “We are experts in this area.  We have deep experience in project management and understand the complex dynamics that can affect such engagements.  We understand how to deliver systems on time and on budget despite obstacles.  We know how to work with organizations like yours towards achieving success.  Trust us.”

Then when the first “big surprise” turns up, these same consultants more often than not find themselves running around explaining why they are victims of the unexpected, positioning for more time and money.  I have 100 examples, but here are a two.  The customer’s project manager quits mid-project or some executive is actively sabotaging the project from within.  The Super Consultant on the other hand stands up and says “yes, we have seen this pattern before … no worries.”  Turnover?  Infighting?  Corporate restructuring mid-project?  Mergers and acquisitions?  Death?  Seen it, been there, done that.  The Super Consultant makes no excuses and when they are caught by surprise, they say “my fault for not being prepared for this.” They re-group and apply Herculean effort to get back on track, and then they build in that new pattern to future planning so it never bites them again.  This is the life of a Super Consultant.

I believe that the social capital (as measured by the customer’s confidence) generated by Super Consultants is much more valuable than cash.  And to no surprise, there happens to be no better way to generate more business and more cash. So, while there is no absolute in the consulting business, there is a scale – ranging from bad, to run-of-the-mill, to great, and then above that, the higher standard is … the “Super Consultant!”