Consulting 101: Credibility and Integrity

Let me preface this treatise with a message to those in my audience who actually know me in person. I’ve been doing what I do for almost 18 years. My blog posts are a compilation of observations stretching that whole time and back into my years in grade school. I do not refer to anyone in particular any of you and I may know. My blogs are mostly about me.
How many times can a restaurant you frequent get your order wrong before you stop spending your money there? How many times can a garage fail to fix your car before you take it somewhere else for service? As a consultant, contractor, or subject matter expert, how many mistakes is your customer willing to forgive? I don’t know either, so I always shoot for perfection.
In my practice, the struggle for perfection means I will not quickly offer my gut feeling on a solution to a problem. I want to research the situation and think it over for some time until I am comfortable taking a position. The discipline to be 99% sure about something before I share it helps me avoid mistakes. The more often I’m right the more my credibility builds. The buildup of credibility eventually leads to my customers’ increasing confidence in my work. And that’s great because, a lack of confidence in my expertise always manifests itself as more time wasted in explanations, healthy debate, and sometimes fruitless arguments about things I’m at least 99% sure of.
Relatively, I do not propose solutions that I cannot implement 100% myself. There is a theme of helplessness prevailing through some workplace environments; taking the shape of people who will not lift a finger to figure something out without being fully trained and having a stack of documentation. I’m going to put on my old fogey hat now and relate to you, my audience, how my first ASP web sites were written in notepad. My “simulator” was an actual Windows NT server with IIS and FrontPage extensions. In those days there wasn’t any documentation really because we were figuring it out as we went. I was handed a challenge that usually looked nothing like requirements and told to go figure it out. I did figure it out without training and it made a better professional out of me.
So when I say, “Let’s do it this way.” I mean I can do the whole thing this way myself if I have to. I’m 99% sure it will meet all the requirements on paper and the several that you haven’t thought of yet.
Now, I am human and I do make mistakes. Under the perfection mandate, I strive to find my mistakes and fix them before everyone notices. I once worked for a company where the products all had a call home feature. When there was an error the system would either dial in or FTP a message to a system in the home office that would create a ticket and kick off a workflow for resolution. I was so impressed by the fact that a customer could come in the office in the morning to find an email from tech support notifying them an error was detected and fixed remotely overnight and the customer suffered no outage as a result. I strive to conduct my business the same way by fixing an issue as soon as I determine it’s my responsibility and then explaining what happened and how I fixed it. That’s exercising integrity to build credibility. The value of building credibility is always greater than the perceived liability of admitting to bugs with integrity.
All that said, every action has its equal and opposite reaction. There will always be competitive forces… or persons who will work to build credibility through damaging yours. After all, it seems hard to build credibility by simply agreeing with someone else all the time even if the other person has a 99% success rate. The perception is that always agreeing with another makes one a follower or toady. Likewise, some resources are hiding the fact that they will not succeed with your proposal because it involves things they haven’t been trained on. Yes, the corporate business environment often mirrors school yard factions carving out various spheres of dominance. Woe unto the executive staff that has to always play teacher or referee. Truly, you have to pity decision makers who are constantly dealing with weak personalities who cannot tolerate others discovering they may not be perfect, so seek to advance solely through bringing down others.
The school yard provides the tactic for dealing with this. Get to teacher first! Luckily, if you’re catching, fixing, and admitting to your short comings before anyone notices, your competition shows up to tattle on you and looks rather foolish. Teacher says, “Yes I know. He told me and corrected the issue in such a seamless matter we never knew anything was wrong.”
Don’t misunderstand. It makes me sick that adults conduct themselves in this matter. It’s one of the reasons I sought the freedom of working for myself. Even now, when these situations arise, I suffer less than healthy rises in blood pressure. Why do we have to go through this schoolyard battle again after I’ve already built up all this credibility? The point is to revert back to the idea of not immediately going with gut reactions mentioned above. Don’t fall into the competitive traps. Diligently building credibility through accuracy and integrity should, in theory, pay off in the long run. Optionally, find a sub-contractor and throw them to the wolves.

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