The 3 Cs of Client Care

All entries, Client relationships
This article is based on three premises: All public affairs practitioners have clients, whether or not they work for an agency. Agencies have explicit commercial contracts with clients, but in-house there is an implicit contract – we are in a support role helping an organisation achieve its objectives and our clients are our internal stakeholders. How the relationship develops with each client will have significant ramifications for you, your role, your job satisfaction and your stress levels.  It is therefore worth raising our awareness of how those relationships are developing, and what we can do to strengthen them.  To help with this I’d like to share a model I use as part of the Confidence with Clients workshop. It’s rooted in my experiences as a client, running an agency, and leading…
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What kind of consultant are you?

What kind of consultant are you?

Career development, Client relationships, Strategic thinking
Public affairs consultants, much like their counterparts in the medical world, are in the business of handling problems. We must identify the symptoms in any situation, diagnose the issue, decide how it might be dealt with, and start the treatment.  We also need to know how to offer valuable, coherent and concise advice in a way that allows it to be heard, considered and acted upon. Yet, that’s not a simple ability to acquire. At one end there are issues such as nervousness or lack of experience; these can inhibit us from speaking up when we should or undermine delivery. At the other end, there are more significant issues, such as taking a too technocratic approach or appearing critical rather than constructive. The point is made eloquently and at length…
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