Gee, interesting, Surendro. Sounds like you have 'fired' or disqualified all your clients. That is not at all what I want - I actually asked this original question following some discomfort in deciding not to persist with a difficult client, but that was almost a year of trying. I still feel sad about it in some ways, because there are some good people there, but I decided it was ultimately a no win situation for my consultancy.
But with great respect, this statement of yours bothers me.
Ultimately, I make it clear before accepting an assignment that in case they do not like to follow my suggestions, I am not for them.
I do not make any such condition. In fact, as a business owner, if I came across a consultant who said that, I would actively reject them and most definitely not consider engaging them. Because it says to me the consultant has no interest in what I want and doesn't intend to listen to me - their way and only their way must prevail. And as a professional consultant, that makes me sad.
You see, I never insist on any client following any of my suggestions. In fact, I always make it clear that they are suggestions, and if one doesn't 'sound right' then we'll keep turning ideas over, and trying different ones until we reach one that does. Working with a client for me really does mean working
with them - ie, it's a
partnership approach. I don't insist they do things my way - in fact, I think that sounds like a somewhat arrogant position, & definitely not one that engenders good interpersonal relations. The tricky thing here is that your opinion may well be technically correct - you may be right, right, right... but as a wise person once said to me: you can be right but dead wrong at the same time.
After all, it's their business, and their money they put into it, their risk and of course their reward also. I respect that and never forget it.
Many years back, I must own that I was much more inclined to insist, and think I 'knew better'. But I also discovered that it just was not an effective way to achieve real change. People resented just being told and they resented not being involved and they resented not having any say. And I learned that it was infinitely better to work with them - even if that meant things appearing to take a bit longer - because the ultimate real change was to the hearts & minds and culture of the people. And that kind of change really sticks.
As a consultant, I see my role as helping my client to meet a particular goal that
they have identified. I do see it as my responsibility to clarify the goal, and very much to help them learn and hopefully understand and appreciate the real value of quality management - but I do not lose sight of the fact that they want that certificate, either!
And today I do not have a single client
If that's what you wanted, then you achieved your aim. If it isn't... perhaps it's time to consider a different approach?
Because yes, I do agree with Wes that our role is to educate and persuade, not to order and demand. That "What's in it for me?" question is essential.
I agree strongly with what Wes has said. The 'perfect' client is quite rare. But there's an awful lot of great clients out there I am working with, where it's a privilege to help. Even the odd one I decline isn't necessarily 'bad' - it may just mean we don't fit well together, and they are better off with a different consultant.