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information-driven business in which only the cheapskate can
afford to be cheap.)
n Is he or she equally clear?
n Are they well qualified to solve my problem or show me how to
exploit the opportunity?
n If they fall under the proverbial bus, how will I continue the
project?
n If something unexpected emerges are they fully supported by
appropriately qualified colleagues?
n Are they clear on what I am prepared to spend and creative enough
to find solutions within my budget?
n Will they challenge my assumptions and ideas to find the optimal
solution at lowest cost?
n Are they assertive rather than aggressive or arrogant?
n Will their presence be acceptable to my team and my bosses?
n Will they help me to communicate progress to others in a way that
promotes my interests not theirs?
n Will I be more autonomous when they finish the job than I am
now?
n Will they get the hell out of here when their job is done?
n Will they give me adequate support, only if asked, if I need further
advice or explanation when they have finished the job?

Clients have rights

All my consultants, I call them “mine” because I train them, manage them
and support them in the field, work to a code of ethics and absorb a client
“Bill of Rights” until it permeates all that they do. A copy of the Bill of
Rights may give you a flavour of the way that consultants ought to treat
their clients.

Client Bill of Rights

n You have the right to manage your personal and business life in
accordance with your personal values and judgement.

n You are answerable to no-one but yourself and your employers for
your progress.

n You can demand information that will enable you to make
informed judgements concerning what, if any, path of advice you
choose to follow.

224 Key management questions