by Jared Goralnick
I like to have fun at work. I may not have gray hair yet, but I don’t plan on accelerating the process by working with difficult or (gasp!) boring clients. No, really, most of the work we do is actually quite enjoyable–especially because of the wonderful clients we have–and I don’t want to sacrifice that quality of life for another paycheck. So, after a painful conversation with client that was being altogether too serious, I started thinking about what my clients need to know about the way I work.
I tend to be playful (or sarcastic), but I follow through with what I say I’m going to do. I also don’t keep quiet when I’m not happy with an approach. When a company first starts working with us they may feel we’re overstepping…but they soon learn that my team and I know our stuff . Anyhow, this inspired me to come up with a sort of manifesto to consulting.
My approach to consulting:
- If I say I’m going to do something, I will.
- If I believe there’s a better solution than the one I’m tasked with, I’m going to mention the better solution before proceeding.
- I’m going to have fun.
I mean all of those things to their logical conclusions. Whatever I say to a client, no matter how small, is something I’m comfortable being held accountable for. It means that I will not stand idly by, no matter how minor my role in the project, if I’m concerned with the efficacy of the recommended plan. And, most importantly, I can carry out all of my projects while still enjoying them–and I’ll look for opportunities to make the work not feel like work.
But this isn’t just about me or my clients. I work with so many consultants, freelancers, and business owners whose approach is so different. They don’t enjoy much of their work, they don’t meet their deadlines, and they do work that they recognize as second-rate. I don’t want to work with those people. It confuses me that they would be in an independent role at all.
A friend of mine who I respect and recognize as very intelligent met with me the other day to discuss starting her own business. But she’s not so good at following through without a little nudging. She decided against going solo because she realized just how important it is to be accountable without someone pushing you. If only other consultants could recognize that weakness before taking on projects.
I guess there’s no deeper lesson here. But I’d welcome any other additions here to your approach to work/consulting…
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