In the brave new world of RFPs, the first meaningful dialogue between the client and a prospective consultant happens at the interview stage. Unfortunately, many of the RFP processes make this optional which is, in my opinion, the other major trouble with RFPs. And when there is an interview,  it is usually structured which robs the client of a chance to engage in a meaningful dialogue with the consultant.
 
Developing an effective working relationship between a consultant and their client is about more than deliverables – it’s about fit. And the depersonalization of the procurement process makes it harder and harder on both sides to assess the quality of the fit. For example, can I as a consultant understand the frustration of my prospective client with a challenging management issue by reading a document that is posted for public consumption ? Where in this process does the client get to express their reservations about a particular situation to assess whether the consultant can or will respond is a way that aligns with the culture of the organization?
 
By making relationship building secondary to describing deliverables and setting out work plans before the individuals involved have even met, the RFP process makes it harder for all of us – consultants and clients – to do our very best work together.

Jane Rounthwaite

I’ve had a number of conversations lately and read some articles and blogs bemoaning the apparent death of basic etiquette. It seems that there is nothing common about common courtesy. The lack of courtesy is not restricted by generation, gender or job description.

I’m not talking about road rage or cellphone use (don’t get me started on that one). I’m talking about basic business etiquette. If an individual takes the time to meet with someone from outside their organization whether it’s an interview, a sales call, a “brain picking” exercise, etc., a thank you email or card is in order no matter what the outcome of the discussion. Have we become so self-absorbed that we can’t take a minute or two to thank someone for sharing some of their time with us?

Sheila Hamilton

As the entire bidding process is built around the calibre of the RFP, the loss of exploratory dialogue means that  all the respondents assume that the RFP is an accurate description of what the client really needs and wants. And in some organizations, which are large enough to have a lot of experience in writing RFPs such as the provincial government, this may be the case. However, in many smaller community-based organizations operating with limited senior staff resources, the calibre of the RFP may not be what it needs to be to solicit the responses they are hoping for and the help they really need.

Jane Rounthwaite

We are pleased to announce that John Gundy has joined The Osborne Group as a Principal. He has extensive hands-on experience with business growth, problem solving and change management in financial services companies, and small and medium businesses across many sectors.