The briefing process - laying the foundations for a good project

In more than ten years in consulting, the past seven years in my own business, I have taken more than four hundred briefs from clients. Through that experience and my research into consulting and influence, I've gained a few insights into the process.

Members of a large professional association were giving feedback to their customer service representatives, but it wasn't fixing the problems they were having. They approached me to discuss a one-day training in communication skills as part of their annual conference. When we met, I asked them what symptoms in their corporate or staff performance led them to this conclusion.

At the time I wondered how much incentive there was within the organisational systems for the administrators to report on customer feedback. I asked how much the lack of communication had to do with a conflict between HR and the administrative areas the clients had previously mentioned. We also talked about the systems and processes that needed fixing in the organisation. In the end, I knew that the communications training the client wanted wasn't going to get them what they needed, and it wouldn't fix the problem. I told them that I was happy to provide what they were asking for, but that I couldn't guarantee it would give them the results they were looking for.

Taking a brief may sound simple. And there is a lot more to it than just asking a series of set questions. First, you need to be able to ask good questions. You need to be able to sort out what the client says they want from what they really want. You have to know how to give them what their boss has asked them to get, as well as what they think they need. You need to get past the client's initial fears and concerns about why they need a consultant in the first place ("oh my god, does getting a consultant mean I didn't do my job in the first place?"). You also need to make an impression, or you may never get past the initial briefing. But it can't be so much of an impression that the client thinks you have tickets on yourself. It's simple, but it does takes a little practice.

Here's how I break down the process of getting a briefing from the client:

• Prepare for the meeting (physically and mentally)
• Make friends with the client (build rapport both consciously and unconsciously)
• When the client likes you, ask good questions (and not before then).

Cindy Tonkin can help you improve your briefing skills. Coaching by phone or in person.

Public Training in Sydney.

If you'd like to get a regular e-zine linking to new articles on this web site, just sign up now.