1. Communicates clearly and completely without bias, attitude, or judgement.

I introduced my Top 10 Qualities of a World-class Consultant last week. Next, I will start to dig into each of the ten qualities, starting with the first quality: A World-class consultant communicates clearly and completely without bias, attitude, or judgment.

Clear, proper communication is a foundational element to any relationship: Husband and wife, parent and child, friends, business associates, and consultants and clients.

All to often, the primary reason for a relationship's failure starts with the way parties communicate. In marriages, couples often blame money, work schedules, and simply "growing apart" for their failed relationships. Yet, I know many successful couples who stay married even when they have financial concerns, crazy work schedules, and different interests. Why are these couples able to make it? They communicate! Its no different in the world of consulting.

While effective communication is a two-way street, the consultants should set the example with regard to how communication should be handled. This doesn't mean that we should dictate how it will happen. Rather, the consultant should discuss with his client how different types of information will be communicated and at what frequency and format. (I recently attended a kick-off call for a project my team is running, and the client indicated that instant messenger is the best way to reach him.)

There are a number of different types of communication that must be discussed throughout the project:

1. Project Management Information: Common project management-related areas that require effective communication:
   
   - Project plans, including work breakdown major milestones, and escalation paths
   - Roles and Responsibilities
   - Project status versus the plan
   - Risk Assessment and mitigation
   - Action items & issues
   - Change Requests
   
   The consultant and client must agree on the format of project management-related communications as well as the frequency and who receives this type of communication.
   
   
2. Engagement Observations: As the client and consultant work together to solve the problem at hand, key observations will be made by the consultants. In some cases, it is appropriate to wait until providing the deliverables to share observations. In other cases, though, key observation should be shared along the way.
   
   Sharing key observations along the way allows a consultant to:
   
   - Confirm what she is learning and gather feedback
   - Ask follow-up questions to put a finer point on the observations when necessary
   - Let the sponsor know early if their is an observation that may be difficult for him (or the team) to hear for the first time in a larger audience.
   
   
3. Recommendations: In a few weeks, I will discuss Peter Block's idea that a consultant helps customers "find their own answers to their questions." While that is often true, the fact is, consultants are expected to make recommendations that the client will consider and, hopefully, implement. Some of my clients have requested sample recommendations during the selling process.
   
   Like observations, there are times when a consultant should share key recommendations with a client before the final deliverable is provided - often for the same reasons. In some cases, the recommendations are so important, the consultant is compelled to tell the client right away, enabling the client to make a key decision and start implementation sooner.

The way one communicates is as important as what is communicated. As my husband says, it is often "not what you say, but how you say it." That is not to say that one does not have to communicate accurate, relevant, and reliable information as long as what is said is with a smile. That wouldn't work either. What you say is important. It is important to deliver your message with authority and in a tone that can be received by the other person.

Speaking more to the "how you say it," though. Some consultants still enter a problem discussion or discovery with preconceived notions and biases about what the problem is and how to solve it. When that happens, they fail to drill into the problem deep enough. The worst case is when the consultant gets impatient with the client for "not getting it" and that impatience is expressed through the communications. Remember, if they "got it," they wouldn't need you.

Keeping an open mind throughout your discovery is one way to communicate completely and in an unbiased manner. Be confident and provide anecdotes and supporting information where necessary. Use your expertise, but learn from your client.