Food for thought: Are you a trusted client?

Many professional firms aspire to recognition as a "trusted adviser", some using the book (yes, "The Trusted Advisor") by Maister, Green and Galford as their bible.

Although we live in an age of asymmetric relationships, it is worth reversing this concept and asking, what does it take to be a trusted client?

Now, this goes beyond the familiar lists of client do's and don'ts (and if you're interested in do's and don'ts, take a look at the Institute of Management Consultancy web site at click here and I believe vulnerability is a key aspect of this.

Those of us who are consultants are accustomed to clients asking for our help in delivering a project or remedying a problem. In making these requests, our clients are making themselves vulnerable - acknowledging that consultants have resources and capabilities that they need.

To what extent, however do consultants make themselves vulnerable? Obviously we are vulnerable commercially as without clients we go out of business. Perhaps it is when we make mistakes that we are at our most vulnerable; the test then is, how do we deal with mistakes? I've heard many a professional adviser comment that the client relationship was stronger after an effective recovery from a mistake than it was beforehand.

But in the case of a mistake, vulnerability is rather thrust upon the consultant. What would be the qualities, then, of a client that would encourage vulnerability on the part of the consultant - i.e. to make the client trusted?

My shortlist would be that the client:

• is collaborative rather than adversarial
• keeps promises, and confidences
• helps the consultant to do a good job
• treats the consultant as an external colleague rather then the hired help

Do you agree? What would you add - let me know. If you have any comments, replies to me at calvert.markham@elevationlearning.co.uk

Calvert Markham