For me consulting is about advising. At the end of the day (don't you hate that term) the client may, or may not take your advice.
But your role is to give it.
The business of advising is not an easy one to be in. I worked for years as a consultant before getting to be a "trusted adviser", and it is a privilege I strive to preserve everyday I remain in the game.
How to be an adviser? Lots of good books out there, but the following has worked for me:
1) Be the expert. Learn everything that is current in your specialist area, develop your own views and perspectives on it, and keep it near the surface of your mind in "ready-for-use" catch phrases.
2) Be a generalist. Learn everything you can about related areas and other areas of interest. I know a lot about BI for example. Not my principal field but one that relates to it. I also try to keep abreast of modern technological advances. Both in terms of technologies like software and Web 2.0 as well as changes in methodologies. For example; what can you advise your client on relating to the latest hiring techniques and trends? Not your area? They need to hire too...
3) Think critically and objectively. It is my experience that critical thinking can solve any issue given enough facts to work with. From talent management, succession planning, international business projects and IT roll outs. Practiced critical thinking, combined with stone cold objectivity, will raise your stakes with your clients every time.
4) Be honest. Strange as it might sound this can be difficult in consulting. There are always pressures to emphasis one point or other, or to avoid one point or other. This extends to the clients themselves. Sometimes they only want "yes men" (do we still use that term?) Around them, people who will tell them the "right" answer. (Regardless of whether it really is right!)Your reputation as a straight shooter who tells it like it is will precede you. Most of my clients continue to call on me for this reason alone.
5) Be tactful. Telling it like it is doesn't mean that you just blurt it out whenever you feel like it. The attitude of "this is what I think about that and I'm just going to tell you straight away" will cause far more harm than good to your relationship with the client. If you agree, great, if you don't _ be tactful, ask questions instead of making statements, pick your times to confront wrong thinking, preserve everyones dignity, and don't pick fights if it doesn't matter.
6) Get published. Articles, books, web logs, guest posts, white papers and so on. All are vital parts of enhancing your credibility with clients - often before you even meet them.
7) The unsolicited report. I got this from the Eldridge book "The Obvious Expert". Find a niche area that you have unique, possibly contrary, thoughts on and draft a report. Make it vibrant, loaded with practical advice, and give people things that they can do immediately. These things circle the globe in 5 seconds flat if they are any good.
8) Be a Contrarian - learned this from Alan Weiss. Go against the grain, look for the valid counter viewpoint, challenge conventional wisdom, and have the argument / logic / data to back it up.
9) Drench your mind in data - read Aberdeen reports, Gartner reports, industry studies, research works - what ever! Be a virtual encyclopedia of the latest relevant research to support your viewpoints.
As I have said here many times - when people start taking decisions by data, and stop managing by storytelling, they create an entirely new dynamic for the organization. One that cuts through politics, personality and "squeaky wheel" syndrome.
10) Be yourself, relax with it - At the end of the day (there is is again!) consulting is all about relationships. And your clients want to have a relationship with a real person, not some construct designed to separate them and their money only.
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