When consultants Rod and Mike first met with Nayda and the folks at Cirrus Aviation, the plan was to spend a few month together going through the business from top to bottom. The consultants would suggest changes, and Cirrus Aviation would try those changes and report on their success. But the relationship didn’t last as long as expected. Nayda was trying to run a business and be attentive to the consultant’s needs, and the consultants believed things were happening fast enough. Here’s Nadya’s take on the situation:
So the consulting relationship has come to an end a little prematurely. Quite alright, as I have learned several valuable lessons from the experience. First lets talk about what a good consulting relationship should be. This is my second time getting consulting from an outside company and I have learned each time what I don’t want in a consulting relationship next time around–just like an ex-boyfriend. And staying in line with that, learning what I do want, as well. First and foremost is a two-way street of communication. I want a company to come in and assess my needs by listening to me, looking at our existing business model, and then applying their expertise into the equation. Both experiences I’ve had have been in reverse order. In hindsight, my insight and my expertise is very important in this equation. I think a successful consultant will do more listening than speaking, more input than output, particularly in the discovery phase.
Point two is something that Mike mentioned and that is never to reveal our pricing. This is something I have done in good faith with the highest ethical intentions in mind and it has only created an absolute nightmare. I have customers line iteming me to death, and getting lost in such minutia, that they lose the whole point of their training: proficiency and competency. I am taking the line item back out of our marketing materials and I’m getting smart about it. Mike said sell the emotional side of things. He’s absolutely right. I know it, I’ve said it, and I’ve even trained my staff to sell the sizzle not the steak. But I need to take it a step further, and I fully intend to.
Before they parted ways Rod and Mike gave Nayda a list of priorities they believed would help turn around the business. Much of this is an extension of issues the two sides had already discussed, but it helps illuminate their vision of how the consulting process went, and how Nayda should continue.