‘Inconvenient’ is the nasty ‘no’. This ‘no’ I’d like to be struck out of the consultancy conversation. It derives from motives that may well not align with your own. This is the hidden option on the menu or the extra shot of something that is under the counter.
One inconvenience to a consultant is a lack of knowledge. This is a fact of life. Hiding behind a lack of conviction, an aloneness, missing knowledge-bank or newness to working as a consultant by saying ‘no’ is rare but not unheard of. Answers that are negative but simple – most typically on a configuration question – is a cop-out.
Remember, I’ve already told you some things are impossible to do with a system directly so how do you check out whether this is what’s afoot?
Working with a consistent and trusted partner is clearly the medium-term aim and you’ll soon be free of doubt. But in the early days, look for encouraging signs that a consultant is checking their own facts, taking time to think, consulting others and supportive of knowledge-share and networking. Seeking explanations is a great way to drill down to establish real understanding.
Then there is the inconvenience of time. This type of ‘no’ is a quick way of saying the job is not done and the day is over. And consultancy days are short.
Fortunately, this one is an easy spot. In the consultancy role, I empathise.
Running out of time hits at a higher level too. There is cost, commerce and contract. For example, every contract model is premised on certain product and services purchases. Consider the difference between a time and materials arrangement or that of a fixed price deal. Or of a full configuration implementation plan and a business pack. Or pre-paid plans and billing on utilisation in retrospection.
Here is a cheeky but easy diagnostic: “If I paid more or had more time, could I get it?” Most consultants will really wish to help. Make the dialogue real and open. You might gain a choice.