Author: Jeff MeltinContributors: Susan Lonergan, Peter Fisher bcClient SkillsMarch 1998Copyright 1998 Bain & Company, Inc. 1Client SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda2Client SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda3Client SkillsCopyright 1998 Bain & Company, Inc. PartnershipCommon objectiveRight issues addressedSignificant value implemented (conceivable vs. achievable)Leadership to sustainBainclientSystems integratedClient capability enhancementValue and cost calculatedThe Bain vision of the most productive client relationship and single-minded dedication to achieving it with our client:Bain Vision5Client SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda6Client SkillsCopyright 1998 Bain & Company, Inc. The basic objective of the client process is to structure, schedule, and staff a series of interactions so that:Bain continually builds credibilityThe client moves toward action or actsPersonal relationships can be builtClient Process Objectives7Client SkillsCopyright 1998 Bain & Company, Inc. Major/senior client presentationsPre-wiresData gatheringAnalysis updates/check-insThe typical client process on a Bain strategy case will cycle through four types of meetings/interactions.A Typical Strategy Case8Client SkillsCopyright 1998 Bain & Company, Inc. New Bainies often handle data-gathering interactions independently.Obtain the required data in the required timediscover the best datamotivate the client to provide the data quicklyGenerate credibility for BainBuild a positive, productive working relationship with the clientKnow the data that the client has already provided to Bain or is publicly availablePosition Bain, the project, and the request appropriatelyAsk the right questions and follow-upBe prepared to demonstrate empathyObjectivesBasic success requirementsData-Gathering Interactions9Client SkillsCopyright 1998 Bain & Company, Inc. Know the existing dataSearch caseteam files for useful dataPhonemail caseteam inquiring about useful data previously acquired from clientCheck non-client/public sourcesWho is Bain & Company?What is the project and its objectives?Who at the client is sponsoring the project?Why should the client cooperate?How does this project and analysis fit in with other Bain work for the client?How will the data be used?Who will see the data and the resulting analysis?Where does this fit in with the clients other priorities?Why is this so important/ urgent?How is this different from work the client may have already done?Position effectivelyData Gathering Prep List (1 of 2)10Client SkillsCopyright 1998 Bain & Company, Inc. Have the questionsand follow-upPrepare todemonstrate empathyWhat are the potential sources of the data?How accurate is the data?How far back is this data kept?Is there any other data (other systems) which might help?How difficult would it be to create specialized reports?When can I receive the data?Contact other Bainies who have worked with this particular client/personunderstand sensitivities she may have to the requestTake a minute to “put yourself in her shoes mentallyAsk questions about her career historyhow long in the job?how long in the organization?what other jobs?what other parts of the company?what other companies?Data Gathering Prep List (2 of 2)11Client SkillsCopyright 1998 Bain & Company, Inc. Source: Clients Time DiaryThe time/attention imbalance between clients and “Bainies illustrates the need for empathy.Day-to-day operationsCustomer needs/demandsYearly budgets, quarterly resultsPersonnel issuesOwn career managementPersonal issuesEmpathy: Time/Attention Imbalance12Client SkillsCopyright 1998 Bain & Company, Inc. Major/senior client presentationsPre-wiresData gatheringAnalysis updates/check-insAfter data gathering, later-stage meetings will generally be led by more experienced Bain personnel.Later-Stage Meetings (1 of 2)13Client SkillsCopyright 1998 Bain & Company, Inc. The roleLogisticsClarify your role before the meetingknow how much you should talkknow the issues you should talk aboutPrepare silent communication to gain “entry into meeting discussion if necessaryHave all of the possibly-needed back-up organized and at-handBring more than enough copies of the presentation (including acetates) avoid using the clients copierBring all supplies that might be useful in the meetingblank acetatespaperacetate penspenscalculatorArrive early!Know the meeting location, directions, and all contact numbers of the participantsThe new “Bainie typically has two assignments/responsibilities in after-stage meetings: fulfilling a particular role and ensuringthat all logistical needs are met.Later-Stage Meetings (2 of 2)14Client SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda15Client SkillsCopyright 1998 Bain & Company, Inc. The difficulty of executing basic dos and donts can be much greater, because.You are “on-stage 100% of the time, and as a resultYou must “be Bain every minute, andYou must demonstrate exemplary managerial/leadership behaviorThe basic dos and donts of working full-time at the client site are no different from any other situation. However.On-Site at the ClientClient SkillsCopyright 1998 Bain & Company, Inc. lDevelop personal relationships with client individualstake them outget to know them personallylBuild one truly integrated client/Bain teamlBalance all of the demands/factors necessary to create joint outputBain-standard analysiscoachingpersuasion and conflict managementlSet an examplework harddemonstrate leadershiplFind creative ways to get the privacy and little personal freedoms that you might needDo:While the basic dos and donts are no different, it is useful to keep the in mind.On-site at the Client: DosClient SkillsCopyright 1998 Bain & Company, Inc. Dont:lForget that you are still “serving the clientlLower standards of discretion, security, or confidentialityllifestyle issueslphone callslpersonal opinionslExpect client individuals to fit into Bain culture, norms, expectationslRelent on your time management and workplanning practiceslNeglect the need to pull together Bainies for Bain-only social timeWhile the basic dos and donts are no different, it is useful to keep in mind.On-site at the Client: DontsClient SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda19Client SkillsCopyright 1998 Bain & Company, Inc. Source: Manger/VP SurveyWhat was the best advice you received at Bain on client relationships?“Stay close to your clients. Dont monopolize their time, but be there so you can learn about their world.“Read Dale Carnegies book, How to Win Friends and Influence People.“Put yourself in the clients shoes.“To be successful requires engaging a client individual on three levels. You must be (1) emotional, (2) logical, (3) credible.“Challenge yourself to understand what clients really want and fear about Bain.“Pick someone with good client skills and learn to model his or her behavior.Relationship Building: Manager/VP Survey20Client SkillsCopyright 1998 Bain & Company, Inc. Source: Manager/VP Survey“Built client ownership in the work.“Put herself in the clients shoes and understood his/her operating environment and how Bain fit in.“Paid close attention to what the client really wanted and needed.“Developed and implemented a customized strategy for each client individual based on the clients style, strengths and weaknesses, fears and aspirations, and the context of the work.“Prepared thorough and clear objectives for every client interaction.“Listened well to client concerns.“Listened.The most effective consultant at client relationships that Ive worked with at Bain always.Most Effective Consultants21Client SkillsCopyright 1998 Bain & Company, Inc. Source: Manager/VP Survey“Ignored the importance of process issues.“Mishandled clients by failing to pre-wire, going over their heads, or over-promising what we could do.“Overvalued the strength and power of his analysis with clients. Thought the work was complete when the analysis was complete and that being good at analysis meant being good with clients.“Felt that clients were necessary evils that otherwise inhibit decisive action and quick implementation by more talented Bainies.“Thought we were more important than anything else on the clients mind.The least effective consultant at client relationships that Ive worked with at Bain alwaysLeast Effective Consultants22Client SkillsCopyright 1998 Bain & Company, Inc. The following are general guidelines. Always check with your officer and manager to learn case-specific guidelines for client interaction.Do:Be well-prepared for client interactions (purpose, process, politics, and personalities)Be professional at all timesdress, speech, body language, behavior, etc.Discuss vs. tell, then check understandingBe perceptive, put yourself in the clients shoes and thoroughly understand his/her outlookCultivate a sense of mutual respect. Take interest in the client as an individual and make him/her feel importantReadily acknowledge respect for clients experience and expertiseRespect every clients right to confidentialityBe friendly and courteous to all members of the client organizationShow appreciation for any client assistanceBe sensitive to undercurrents in meetings and be alert for “cues from other Bain peopleDos and Donts (1 of 3)23Client SkillsCopyright 1998 Bain & Company, Inc. Do:When you have something to say be thoughtful, clear, and focused. When you have nothing to add, be silent, listen, and observe carefullySpeak to the client in language he/she understands and feels comfortable with. Avoid “Bainese or inappropriate languageUse “we to emphasize commitment and team spirit to clientsRefer issues you are not an authority on to senior Bain personnelManage casual conversation and anticipate/steer clear of sensitive issueskeep discussion focused on work being doneLook for opportunities to help client and other Bain people (“notes, notes, notes)Develop an area of expertise and become indispensable. Let your work prove your competenceBe yourselfdevelop your own styleSeek out/be sensitive to feedback on client skillsUse common sense and your own good judgmentDos and Donts (2 of 3)24Client SkillsCopyright 1998 Bain & Company, Inc. Discuss personal life topics which might increase distance between you and the clientCriticize the client organization or client individualsBe afraid to be silent or to say “I dont knowLieDiscuss Bain client (including confirming clients mentioned in published articles)Cite the CEO as our clientDont:“Dos and Donts (3 of 3)25Client SkillsCopyright 1998 Bain & Company, Inc. Answers are situationalBain history with clientclients personality/positionspecific circumstances when question is askedwho else is with youyour experienceThere is no one right responsefind answers you feel comfortable withClients reasons for asking these kinds of questions will differ dont automatically become defensiveAvoid talking your way into a difficult situationDont lieThink in advance what your answer to each tentative question will beSome observations about for handling sensitive questions.Handling Sensitive Questions26Client SkillsCopyright 1998 Bain & Company, Inc. Where did you go to business school?“I went to X college, where I majored in Y. I was hired by Bain out of college as an associate consultant on the caseteam. Initially, Ill be helping gather the data well need for our analysis.“I dont have a business degree, but I worked in the X industry.How long have you been with Bain?“Im in my first year.Who are you working for besides my company?“Each Bain consultant works on two client caseteams at a time. However, Bain maintains the confidentiality of its clients, so I cant tell you who else Im working for. I can tell you that my other client is in a very different industry and presents no conflict of interest.How old are you?factual answerSensitive Questions and Possible Answers (1 of 4)27Client SkillsCopyright 1998 Bain & Company, Inc. Note: If you have any experience,say soHow is Bain & Company different from other consulting firms?“Bain is different in that our final product is not a written report. We work as a team with our clients at each stage of the analysis and right through implementation.Whats your experience in my industry?“At Bain, we work with clients in a variety of industries, and the experience we bring is in analyzing business issues, which we can work with you to apply.“You bring the industry experience to the team. There is no way we can match your 10 years. We bring the strategic perspective and the analytical fire power. As a team, we can help improve your companys performance.Sensitive Questions and Possible Answers (2 of 4)28Client SkillsCopyright 1998 Bain & Company, Inc. What do consultants do exactly?“The goal of Bain work is to improve financial performance. We may work at the division or the corporate level to improve competitive positioning, forecast market growth, target market segments, reduce costs or plan financial strategy. Bain is different from other consulting firms in that Consultants manage data-driven analysis focused on beating your competitors. The result is permanent improvement to your companys financial position.Where did you go to school?factual answerWhats your background?factual answer, but consider how threatening this may be to your audience. Try to position facts in a way that will be most sensitive to why you were asked the questionSensitive Questions and Possible Answers (3 of 4)29Client SkillsCopyright 1998 Bain & Company, Inc. What can you do for us that we cant do for ourselves?“On some business issues, which company is likely to deal with only occasionally, we bring conceptual expertise we have gained from analyzing many similar situations. An example would be acquisition work. Many times, the issue is one of resourcesyour job is to get the product out the door and that can be all-consuming on a day-to-day basis. We have the time and the management commitment to concentrate on planningoften the good ideas are already within the organization and our role is to focus attention on them.“You run the business. You need your whole day to deal with: operating issues. You dont have the time to analyze in depth key issues that may come up. But you need the answers to those questions to make decisions. In a way, you can consider us a SWAT team here to help you get over the hump.Sensitive Questions and Possible Answers (4 of 4)30Client SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda31Client SkillsCopyright 1998 Bain & Company, Inc. Zero-defect analysis and organized back-up are critical to building credibilityBe prepared to answer sensitive questionsAvoid Bain jargonListen and respond to clients concernsStick to your area of expertiseClients behavior is not stupid or irrational; it is driven by different incentivesHaving the right answer is only the first step; the client process is critical to consensus building and implementationIt is important to understand client perspectives to effect change and add valueMaintain the appropriate personal/business relationshipTake copious notes and respond to questions from organized back-upWhen in doubt, ask your manager how to handle client situationsKey Takeaways32