consultant skills essay final

Running head: STRONG CONSULTANT-CLIENT RELATIONSHIP 1

Maintaining a Strong Consultant-Client Relationship

Simrat Kaur

Saint Joseph’s University

STRONG CONSULTANT-CLIENT RELATIONSHIP 2

Maintaining a Strong Consultant-Client Relationship

A part of a collaborative consultant’s success can be measured by the strength of their

consultant-client relationship. It is important a consultant maintains this relationship from the

very beginning, so there can be a favorable outcome to the project. In order to achieve this

relationship, a consultant needs to develop many skills, behaviors, and tools such as: trust,

motivation, teamwork, active listening, and effective feedback. These skills are necessary for

both the consultant and the client. Consultant’s should be an expert in these skills, so they can

provide this knowledge to their clients for their organization.

A consultant is a person who works with an organization to help determine solutions to a

conflict based on collected data (Jacobson, Butterill, & Goering, 2005). A consultant can provide

suggestions for the issue, however is unable to implement the ideas. A client is the person that

works with the consultant on the conflict. The client usually has a managerial or leading position

in the organization. A client has the power to implement the suggestions and make the changes

with the guidance from the consultant. Since a consultant does not have official power and the

client needs answers, they must collaborate to solve the issue together. A collaboration is when

both sides are equally contributing, so fifty percent each. The consultant and client need each

other’s support and cooperation through the five steps of consulting: entry and contracting,

discovery and dialogue, analysis and decision to act, engagement and implementation, and

extension, recycle, or termination (Block, 2011). To prevent any clash among them, the

consultant needs to develop trust, motivation, teamwork, active listening, and effective feedback.

A strong relationship will be beneficial for both the consultant and client during the current

project and for potential projects in the future. Collaboration leads to the ownership of goals,

equal responsibility, and involvement (Solomonson, 2012). Also, both have increased respect


for one another, decisions are made together, suggestions for solutions to conflicts are discussed

and implemented from both ends.

Trust

Zand (1971) states, “It appears that when a group works on a problem, there are two

concerns: one is the problem itself, the second is how the members relate to each other to work

on the problem” (p. 238). This reflects the importance trust has among relationships. Trust is

formed when there is benevolence and honesty in a relationship. Benevolence is when there is a

concern for one’s well-being. Honesty is determining the authenticity of one’s statements

(Solomonson, 2012). A good relationship requires the formation of trust, so doubt is eliminated

when the different steps of contracting are carried out.

Previous studies have researched a client-consultant relationship commitment is based on

three variables: ‘perceived levels of expertise,’ ‘shared values,’ and ‘sharing of meaningful

information’ (Vargo & Lusch, 2004; Lipset, 1975; Fynes, Voss, & De Burca, 2006; Wakefield,

Stocks, & Wilder, 2004). Solomonson (2012) conducted a study to determine the importance of

trust between ‘perceived levels of expertise,’ ‘shared values,’ and ‘sharing of meaningful

information’ in the client-consultant relationship. After two pilot studies, the main study

consisted of 228 participants. The participants were given a scenario-based questionnaire to

measure ‘perceived level of expertise,’ ‘shared values,’ and ‘sharing meaningful information.’

The scenario was an interaction between a car mechanic and a customer. The students were

instructed to imagine they were the customer as they read a detailed interaction between the car

mechanic and customer. Results found shared values and sharing meaningful information

increases the client-consultant trust and commitment (Solomonson, 2012).


Providing valuable knowledge that is high in quality and expressed at the right time

increases the trust a client has for the consultant. High levels of trust lead to commitment

towards the project. Also, results found trust is formed when a consultant shows respect towards

the client’s values (Solomonson, 2012). According to the research, trust increases commitment. A

collaborative consultant needs high levels of trust and commitment, so there are equal efforts

from both sides for a smooth completion of the project. Ben-Gal and Tzafrir (2011) found,

“Consultants and clients truly believe that a mutual commitment to change purports a meaningful

contribution in an organizational change process and its potential success” (p. 666). Trust

increases the effort input towards the desired goal. A consultant should acknowledge their trust

towards their client, so it causes increased performance.

Furthermore, Ben-Gal and Tzafrir (2011) conducted a study to determine the factors that

influence a consultant-client relationship and the results in their project. Study one of two was to

assess the consultant and client’s views on the organizational change process. This study

consisted of twenty pairs of client-consultant participants who were interviewed face-to-face for

two hours with fifteen questions. The questions asked for real examples from their collaboration.

Results found a client-consultant can reach their goal if they both have trust, commitment to

change, and care for the organizations reputation (Ben-Gal & Tzafrir, 2011). Study two is similar

to study one, except forty-six pairs of consultants and clients were used. This study used

participants who were currently working together or have already worked together in the past.

Results found that high levels of trust in a relationship leads to a greater desire to obtain the

change (Ben-Gal & Tzafrir, 2011). According to the research, if a consultant can create trust with

the client, there is higher chance of reaching a solution. Trust, commitment to change, and care

for the business encourages both client and consultant to make a difference in the company. Both


studies show a close relationship between trust and commitment, as trust increases the level of

commitment increases (Solomonson, 2012; Ben-Gal & Tzafrir, 2011). If a client does not show

interest in the project, create a relationship of trust to get them involved.

Motivation

Motivation plays an important role for employees at the workplace, it affects their ability

to perform (Taylor, 2015). The consultant should be motivated to work, as well as motivating

those working with the consultant. Martinez, Ferreira, and Can (2016) conducted a study to

determine if ‘communicating,’ ‘motivating’ and ‘showing understanding’ improves ‘knowledge

transfer’ from consultant to client. This study consisted of 144 small to medium size business

owners. The participants were part of a free consulting program to help improve their business.

All entrepreneurs filled out a questionnaire online about their consulting experience. The

questionnaire measured, ‘knowledge transfer,’ ‘sharing of understanding,’ and ‘motivation.’ All

questions were on a scale from strongly disagree to strongly agree. Results show the factors

‘sharing of understanding,’ ‘communication,’ and ‘motivation’ correlate with ‘knowledge

transfer’ (Martinez, Ferreira, & Can, 2016).

Motivating and creating a good relationship with clients leads to increased attention

towards given information, as well as memory of new information. It is recommended to use

rewards to encourage and increase involvement (Martinez, Ferreira, & Can, 2016). This research

demonstrates the importance of motivated consultants and their co-workers because the

consultant will learn more about the issue in the organization and the client will learn more about

the solution and how to make the changes properly (Martinez, Ferreira, & Can, 2016). According

to the research, if the client learns more, there is an increased chance of preventing similar

problems in the future. The work will be collaborative if the client is motivated with the


consultant. Also, this study focuses on motivation and trust or ‘sharing or understanding.’ This

shows when these skills are combined, their impact increases significantly (Martinez, Ferreira, &

Can, 2016). Consultants will benefit greatly by establishing both motivation and trust.

Similarly, Khan (2012) conducted a study to understand if the combination of training

and motivation result in high performance. This study consisted of one hundred participants who

were randomly chosen. The participants were given a questionnaire about the different factors

that affect performance. Results show a reliability in performance, training, and motivation. Also,

there is a positive correlation between performance and motivation (Khan, 2012). The more

motivated a person is, the higher their performance. Motivation can greatly impact the results of

work. Increased motivation will lead to better results to the goal. Overall, if motivation exists,

the chances of success increases. Both studies show motivation increases involvement (Khan,

2012; Martinez, Ferreira, & Can, 2016). A consultant should be motivated to succeed, if a

consultant remains motivated through all the projects, learning and recollection will occur faster

and performance will be higher. If one is an expert in motivation, this can be passed on to clients.

If both consultant and client have motivation, their collaboration will be a success. Connecting

motivation and trust, trust leads to commitment; this commitment is possible because there is

motivation involved.

Teamwork

A team consists of two or more people who must work together to reach an objective

(Sales et al., 1992). It is important for a consultant to work well on a team because a consultant

interacts with multiple people in all collaborations. The consultant needs to be cooperative and

understanding with the client and vice versa to maintain a smooth workflow. Warrick (2014)

discusses the most efficient method to encourage and maintain teamwork, “Teamwork can


significantly improve performance, effectiveness, efficiency, morale, job satisfaction, unity of

purpose, communications, innovative thinking, quality, speed in getting things done, and loyalty

to an organization” (p. 68). Warrick (2014) reveals five methods to improve teamwork and train

leaders. First, provide a purpose to focus on and promote teamwork and creating high

performance teams. The consultant and client need to create a reason to work towards the

project, this excites them to collaborate. One can use multiple ways to encourage teamwork, such

as interviews, surveys, questionnaires. Second, creating a vivid vison of the desired future

increases teamwork. Sharing an image of a possible future, makes the goal clearer and more

motivating to work towards the change. Envisioning the desired results, improves motivation.

Third, when the leader is unclear on how to approach the goal, develop or adopt a model of traits

needed for high performance. In addition, provide the consultant and client with research articles

to increase understanding of goal. Researching past methods can help with current projects.

Fourth, create a model of conditions needed for high performance. Some conditions

include, having an experienced and skilled person on the team. As well as ensuring all those

involved are competent, dedicated, create standard behaviors for team to follow, maintain

structure of team by constantly reminding the team of the goal and the necessary steps to achieve

the goal. Make sure the team is focused and has the characteristics needed for the project. Lastly,

provide team with team building questionnaires to clarify roles and responsibilities (Warrick,

2014). Effective teamwork is organized and focused. When a team is formed, it is important to

define a purpose for the project. This keeps a definite goal to work towards. Also, create an

image of what success would possibly look like to motivate the team. Research methods to

obtain clarity on how to reach the goal. Then, make sure the team consists of highly capable

people who will keep the team strong and together. Next, keep the team focused by constantly


reminding them of their aim. A consultant can use these steps to keep themselves and the client

on track, this prevents derailment from the main goal (Warrick, 2014).

In addition, Hanaysha (2016) conducted a study on the effect teamwork, employee

empowerment and training has on organizational commitment. The 242 participants from

Malaysian Universities were given an online survey. Results show employee empowerment,

teamwork, and training have a positive effect on organizational training (Hanaysha, 2016).

Teamwork makes commitment towards the company stronger, satisfaction in the job, and long

term commitment to the job. Employee empowerment or motivation increase commitment

because the employees feel valued (Hanaysha, 2016). Working on a team, benefits a company

long term because the employees feel more involved and motivated. Overall, consultants benefit

from teamwork, when they collaborate with the client, it is important both commit and focus on

their target. This study connects teamwork with trust and motivation. All the studies so far are

showing the interaction between these skills and behaviors, lead to a high success rate during

collaborative consulting (Solomonson, 2012; Ben-Gal & Tzafrir, 2011; Martinez, Ferreira, &

Can, 2016; Khan, 2012; Warrick, 2014).

Active Listening

Weger, Bell, Minei, and Robinson (2014) stated, “Active listening involves restating a

paraphrased version of the speaker’s message, asking questions when appropriate, and

maintaining moderate to high non-verbal conversational involvement” (p.14). Active listening

allows the consultant to create and maintain a good relationship with the client as well as in

understanding the current situation of the organization. The skill, active listening, is important

across multiple occupations, it is discussed in training and developmental programs.


Weger, Castle, and Emmett (2010) researched the effect active listening has in peer

interviewing. This study consisted of 180 undergraduate students who wanted extra credit. The

students were informed this study was regarding feedback on a new school regulation, however

the researchers were actually testing the effect of active listening. The students were interviewed

by one of three interviewers who were trained on how to effectively listen actively. They were to

maintain eye contact, lean forward, and appear relaxed in both conditions. In the control

condition, the interviewers used short phrases to respond to the students. After the interview, the

participants filled out a questionnaire with their opinion on the new regulation, interview

satisfaction, social attractiveness towards the interviewer, and feeling of understanding and

feeling of misunderstanding. Results shows active listening leads to high levels of attraction

towards their interviewer (Weger, Castle, & Emmett, 2010). Rephrasing the interviewee’s or

client’s statements led to an increase in likeability. Although, there was an increase in attraction,

the students did not feel understood or satisfaction in their conversation when the interviewer

paraphrased. A consultant wants their client to appreciate them, so they can create and maintain a

good relationship, as well as the consultant showing appreciation for the client. A consultant

should rephrase and show involvement to gain the clients trust (Weger, Castle, & Emmett, 2010).

Furthermore, based on the results from the previous study (Weger, Castle, & Emmett,

2010), Weger, Bell, Minei, and Robinson (2014) conducted a study on the effect active listening

has on the interacting experience. This study consisted of two groups. Group one contained 115

undergraduate college students ranging between the 18-50 years. Group two contained ten

undergraduate college students ranging between 19-25 years. Students from group two were

known as the confederates. They were given four hours of training on active listening. They were

informed about the three sections of active listening; expressing nonverbally such as nodding,


restating what the speaker states in one’s own words, and asking more about the topic.

Implementing these actions show attentiveness, responsiveness and friendliness towards the

other person. Members of each group sat in the same room where they were given two topics to

discuss. The confederates were given a signal if they were to act upon the three sections of active

listening, (nonverbal expression, restating phrases, and/or asking questions) or not. After the

conversation, students from group one were given three questionnaires, Feelings of

Understanding/Misunderstanding Scale to measure if they were understood, Interpersonal

Communicated Satisfaction Inventory to measure their interaction experience and the McCroskey

to measure social attractiveness or friendliness. Results found when confederates gave advice,

participants felt more understood (Weger, Bell, Minei, and Robinson 2014). The participants felt

their thoughts and feelings were understood. There was an increase in satisfaction and social

attraction when active listening occurred. Participants felt there was conversation involvement

when the confederate listened actively and gave advice (Weger, Bell, Minei, & Robinson, 2014).

The two studies show actively listening and participating in the conversation increases

client attraction towards the consultant (Weger, Castle, & Emmett, 2010; Weger, Bell, Minei, &

Robinson, 2014). Also, clients feel more acknowledged when they are given suggestions. A huge

part of a consultant’s job is to provide suggestions for improvement, so if they can actively listen,

there is a higher probability the client will appreciate and accept the advice. Actively listening

will help in the consultant-client relationship. Active listening leads to attractiveness, if this is

obtained, it may eventually lead to trust, motivation, and teamwork.

Moreover, Wasonga and Murphy (2007) conducted a meta-analysis on Co-creating

Leadership (CcL). Based on past research, seven skills emerged to utilize CcL, of the seven,

three relevant skills are collaborating or team work, active listening, and trust. Collaborating


shows the leader recognizes employee competency and increases communication between the

upper management and lower personnel, while, decreasing the gap among them. Further, a leader

must listen actively to understand the team’s ideas, this increases team involvement. Also, when

a leader distributes power, it reflects the trust the leader has in its team. These skills were re-

tested and twenty-five participants were in this study. All participants showed traits of leadership

at work. The faculty members were debriefed and were given a questionnaire. After the

responses were analyzed, it was found inconsistent use of trust and active listening negatively

impacts an organization (Wasonga & Murphy, 2007). Leaders must always trust and actively

listen to their employees to positively improve the organization. Also, collaboration, active

listening, and trust are the most impactful skills for an organization (Wasonga & Murphy, 2007).

A consultant should consistently show trust and actively listen, so the client is positively

impacted in the workplace. A consultant’s mission is to help the client and their organization, if

they are inadequate, they may hurt the organization more than they can help. This will be

counter-productive to a collaborative consultant’s job.

Effective Feedback

Davis (2013) states, “Feedback quality is the extent to which feedback provides

information to its recipient that is helpful for (a) understanding how well one is doing one’s work

and (b) improving performance. Feedback in work settings is vital to optimum performance” (p.

217). Effective feedback is important for individual and or organizational growth. Previously,

feedback was conducted as an annual event that was time consuming, expensive and ineffective

(Kurra & Barnett, 2016). However, the method of feedback is slowly transitioning into a more

effective style. Many organizations are adapting frequent feedback or conducting feedback

analysis multiple times a year. Also, they believe in giving and receiving honest and specific


feedback to help people and organizations develop (Kurra & Barnett, 2016). The approach to

effective feedback is more direct. Kurra and Barnett (2016) found, there are three types of

feedback: manager-to employee, employee-to-company, and peer-to-peer. Manager-to employee

feedback should be monthly or quarterly. The manager should guide the employee rather than

judge. This consistent feedback keeps employees on track with goals. The manager should

precisely explain the gap between the current performance and the desired behavior. Also, the

manager should point out both the good and bad (Kurra & Barnett, 2016). Employee-to-

Company feedback should be frequent and targeted. Employees should be given a survey about a

specific area of the organizations. The targeted information allows the organization to focus on

goals (Kurra & Barnett, 2016).

Peer-to-peer feedback is between fellow employees. They provide feedback verbally and

directly. This is meant to be encouraging, motivating, reflective, and specific (Kurra & Barnett,

2016). Feedback keeps employees and the business organized, focused, and motivated. It creates

a reflection of what everyone sees, how things should be, and how to properly make the changes

if necessary. Consultants need feedback for themselves and need to give feedback to clients. This

skill is important because making changes in an organization are difficult if the client does not

see a clear image of what is happening and how things should be. Also, a good consultant is

always looking for ways to improve and learn, effective feedback helps realize where one can

improve (Kurra & Barnett, 2016).

In addition, Davis, Dibrell, Craig, and Green (2013) conducted a study to understand the

effect client feedback has on consultant behavior. The study consisted of 253 participants. They

were given an online questionnaire with a Likert scale from ‘strongly disagree’ to ‘strongly

agree.’ Results found consultants who believe in ‘learning’ orientation or constant effortful


learning are more likely to ask for feedback innovative (Davis, Dibrell, Craig, & Green, 2013).

Also, when valuable and detailed feedback is given from clients, consultants are more

resourceful and innovative (Davis, Dibrell, Craig, & Green, 2013). Consultants who believe in

constant learning are more adaptive. On the other hand, consultants who belief in ‘proving’

orientation or showing off skills for recognition receive valuable and detailed feedback, were less

likely to be innovative and resourceful. It was found, feedback positively impacts work

performance and the client-consultant relationship (Davis, Dibrell, Craig, & Green, 2013). Also,

when feedback is not used or discouraged in an organization, it leads to employee demotivation

(Roebuck, 1996). Overall, feedback is used help make improvement in work performance.

Feedback can be used for the consulting process. A consultant needs to adopt ‘learning’

orientation when receiving feedback (Davis, Dibrell, Craig, & Green, 2013). The consultant can

receive feedback on the overall consulting experience, the consultant’s interaction with the client

and the clients team, suggestions for improvement, and areas the consultant performs well in.

Also, the consultant can give the client feedback. The feedback can be additional observations

that weren’t part of their project, it can be about the client, or the employees. In addition, the

consultant should emphasize the importance of effective feedback for the employees to attain and

maintain future success of the company.

Conclusion

In conclusion, obtaining trust, motivation, teamwork, active listening, and effective

feedback creates a strong consultant-client relationship. Studies showed trust increases the

involvement and commitment towards the desired goal, motivation leads to higher performance,

teamwork makes company commitment stronger, active listening increases satisfaction and

social attraction and feedback keeps employees and the business organized, focused, and


motivated (Solomonson, 2012; Ben-Gal & Tzafrir, 2011; Martinez, Ferreira, & Can, 2016; Khan,

2012; Warrick, 2014; Weger, Castle, & Emmett, 2010; Weger, Bell, Minei, & Robinson, 2014;

Wasonga & Murphy, 2007; Kurra & Barnett, 2016; Davis, Dibrell, Craig, & Green, 2013). All

this combined increases the collaborative consulting experience for both the consultant and

client. Attaining these skills, behaviors, and tools will increase the success rate in the project.

The consultant wants to achieve a collaborative consultation because both consultant and

client play an important part in determining the issues, solving the conflicts, and implementing

the changes in the workplace. All the skills, behaviors, and tools are interlinked, they are all

valuable factors, which combine to form a collaborative consultant. Active listening increases

friendliness and trust increases commitment and motivation. Both trust and active listening are

needed in teamwork and effective feedback. This shows an overlap among them, one cannot

happen without the other. When they are combined, the chances of success increase greatly.

Once these skills, behaviors, and tools are acquired, it is critical to constantly maintain

and strengthen. They can be sustained through conducting and reading research studies, over

time with experience, and using all the skills, behaviors, and tools religiously. In addition, it is

important to pass them on to all the clients a consultant works with, so they can make changes in

their own lives and organizations.


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