By Michael W. McLaughlin

After a grueling proposal process, a consulting team landed a project with a new client. Knowing that the client often uses consulting services, the lead consultant and his team adopted a two-part client management strategy: First, make the existing project a great success, and second, take the initiative to identify opportunities to help the client in other areas.

For the next few weeks, the lead consultant walked the halls to meet with client executives and learn about all aspects of their organization. He solidified his understanding of his client's business and unearthed several high-value opportunities to improve operations in two of the company's major divisions. Before the first phase of the existing project was completed, the lead consultant's team had submitted two unsolicited proposals to the client.

In response, the client asked the consulting firm's management team to replace the lead consultant.

Where did he go wrong?

The consultant didn't earn the right to sell   Until you've shown that you can deliver what you've promised, especially to a new client, it's best to stay focused on what's on your plate. The most effective consultants use their current projects to earn the right to propose additional work.

The consultant was branded a salesperson   The client's executive team concluded that the consultant wasn't behaving as an objective business advisor, but was instead interested only in selling more work for his consulting firm. That perception led to the client's decision to ask the consultant to leave.

How to sell while serving

Current clients are your most promising source for new work, and you want to take appropriate advantage of the opportunity to meet other needs that they may have. But to avoid the fate of the lead consultant who stepped over the line, observe these rules of client relationships:

• Seek relationships first and opportunities will follow   The key to managing a profitable client relationship is to gradually come to know the key executives, understand their issues, and learn the company's priorities. Many clients view consultants with a healthy dose of skepticism, so building trust — and a relationship — will take time. For a new client, your team will have to create a track record of performance before you receive a chance to tackle new projects.
• Take the long view   Don't be surprised if you're not asked to do more work for your client when your current project concludes. Don't give up. Stay in contact with clients — invite them to conferences, help with their issues as needed, and maintain your firm's presence. If your work is well received, chances are good that your client will bring you back. However, it may not be when you expect it.
• Have a plan   Effective marketing to existing clients demands that you develop a proactive, client-specific marketing plan. Without a plan, you'll drift from project to project, relying on luck. Keep your marketing plan simple, flexible, and based on client needs, not simply on what your firm has to sell.

  Set aside time every day to work out the plan. Set a goal, such as completing three client marketing activities each week. Through consistent action, you will slowly but surely fill your pipeline — without alienating the client.

• Timing is everything   Clients expect, and usually accept, that consultants will pitch additional services — clients know you need to make a living. Bring new ideas to your clients, but only when you're confident that you understand the clients' culture and you know how they buy.

  Present ideas that address front-burner issues, not nice-to-haves. If you've done your homework on a client's business, you'll know the difference. Your rate of success will improve when you focus on the dilemmas at the top of your client's list, not those items on the bottom of the list.

• Clients buy; they're not sold   We've all had the experience of being sold. If you've ever bought a car or listened to a time-share pitch from a real estate agent, you know how it feels. Your clients and prospects need to learn from you about how you can help them, but they'll resist the strong-arm sales tactics every time.

  Be persuasive and confident in your abilities, but don't waste time figuring out how to sell to clients. Instead, show how your ideas solve pressing problems. If clients want to buy, they'll take your ideas — and your practice — to the next stage.

Show clients that you have their best interests in mind at all times, that you can deliver what you promise, and that your advice and opinions are relevant and valuable. The early days of a client relationship are about establishing trust, confidence, and respect. Earn a favorable reputation, and you'll be asked to propose new work.

About the author   Michael W. McLaughlin is a principal with Deloitte Consulting LLP and the coauthor of Guerrilla Marketing for Consultants (John Wiley & Sons, 2005). As a practicing management consultant, McLaughlin has helped clients achieve their desired results through innovative strategies for project planning, client/consultant collaboration, project execution, and change management.