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The grand visions of the new economy encouraged many consultants to adopt an impatient and dictatorial manner. With little regard for their clients′ cultures or competencies, they often urged companies to adopt ambitious strategies and transform their organizations. But in this follow–up to Sobel′s coauthored Clients for Life, we get a refreshing reminder that sheer brainpower and eloquence are less important than we might thing. Sobel tells his fellow consultants that to win repeat business, they should focus on building relationships with clients and leveraging the resources at hand. He regards relationship building not as a necessary chore but as the foundation for advancing all truly useful advice–only by gaining clients′ complete trust, he insists, can consultants hope to have any influence. And he says that rather than driving new ideas, consultants should aim at adding sophistication and depth to clients′ existing ideas and capabilities. To keep from dominating the conversation, he points out, consultants need to be secure with themselves about their necessarily limited role. While slavish adherence to this modest prescription could lead to organizational stagnation – and leave consultants vulnerable when companies change leaders – it′s a sensible starting point in today′s chastened economy. (Harvard Business Review, March 2003)
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