In a previous Point of View article, we wrote about the consultant’s Achilles heel – saying “I understand” too quickly.

We described how, when it comes to critical conversations with clients or prospects, when the client offers their perspective, consultants just cannot help themselves. The urge is too great. They stop listening and shut down the conversation with: “I understand”.

Saying “I understand” too quickly is a problem for consultants and their firms for several reasons. For example, it can make consultants seem arrogant and put an end to opportunities before they have even begun.

But above all, saying, “I understand” too quickly suggests that the conversation is all about you (the consultant) and not about them, the client.

In the top performing, tier-one consulting firms, we expect to see consultants take an altogether different approach, to take a step back in critical conversations and admit:

“Actually, I don’t understand yet, tell me more.”

Contrary to showing weakness, this alternative approach demonstrates confidence, authority, humility and respect to the client, opens the conversation to explore alternative opportunities and gives the consultant the chance to earn the right to offer a point of view or recommendation.

This strategy requires bravery and self-assuredness, but it also requires an understanding of how to undertake an effective ‘enquiry strategy’.

What do we mean by an effective enquiry strategy?

We mean that when a client offers you, the consultant, a perspective or statement, you are able to ask the right questions to gain a better understanding of what the statement actually represents.

But perhaps more importantly, you can also help the client to gain more clarity of the situation through your questioning strategy.

Good questioning and good listening is not about being empathetic or ‘being nice’ – although empathy is critical in all client conversations – it’s about seeking to understand the situation better yourself and equally, helping the client to better understand the situation so that you create a level platform from which you can offer a recommendation or point of view.

In effect, the consultant acts as a ‘thinking Partner’, similar to a therapist or a doctor.

For example, if you went to your doctor with a problem, she wouldn’t just tell you what’s wrong with you from your immediate outline of your symptoms.

Likewise she wouldn’t just ask you questions because she’s being kind or empathetic (hopefully these traits are a given!). Instead, she would ask you questions and listen to your answers intently in order to help you better understand the situation and enable her to come to the right diagnosis and prescribe the right medication or treatment.

Often, the reason consultants rush to saying “I understand” is they’re simply not sure how to undertake an enquiry strategy. They might not know that calibrated questioning is appropriate during a critical conversation or simply haven’t been trained in how to ask the right questions.

Thankfully, we have designed a simple tool for consultants to carry out effective enquiry strategies in critical client conversations. The originally named: Enquiry Strategy Remote Control.

We also provide detailed instructions on how this tool could be used and troubleshoot the most common reasons why it might not work in some consulting firms.

THE ENQUIRY STRATEGY REMOTE CONTROL 

INSTRUCTIONS:

  • The ‘Enquiry Strategy remote control’ is specifically designed to help consultants and professional advisors undertake an efficient enquiry strategy with a client and to stop them saying “I understand” too quickly.
  • The remote control will help consultants better explore a client’s statement.
  • Consultants DO NOT have to push all the buttons before pressing the ‘OK’ button.
  • Some buttons will be more important than others depending on the client’s situation.