If you've been consulting for more than a week, you've likely heard a client ask, "What are your deliverables for the project?" Sometimes, you get that question even after you and the client have agreed on project objectives, tasks, and expected value.

Some clients (and consultants too) just aren't comfortable unless there are compulsory deliverables for you to dutifully create, package, and submit for approval. I've seen some consultants agree to tie their fees to the client's acceptance of interim work product. That makes about as much sense as paying for part of a haircut before the barber has finished cutting your hair.

I know that complex projects and many IT initiatives need formal milestones with reviews of what you have accomplished. But too often, a deliverable, which is supposed to be a means to an end, becomes an end in itself.

It's common to see project teams fixating on how they're going to put together deliverables to gain the client's approval, instead of focusing on the underlying success of the project. It's not hard to find failed projects that have a long paper trail of approved deliverables.

Few things divert you from the real goals of a client project more than slavish dedication to creating deliverables, which can end up being of dubious value anyway. Change happens during any project, so a deliverable may not be relevant by the time you finish it.

Sure, it's essential to measure progress. Just be sure that you don't equate project success with meeting requirements for deliverables. Once you confuse the two, you've lost sight of why the client hired you in the first place, and it won't take your client long to figure that out.

Enjoy this month's issue.
And send me an email if you have comments.

Michael McLaughlin
Editor

You only need two words to sum up the MCNews 12 Index performance in May: Never mind. Last month, the Index fell by 6 percent, giving back the entire gain we've been reporting for the year--and then some. With the Index now hovering at 941, it has dropped to its lowest level since January.

The broader markets also plunged in May. The S+P 500 was off by more than 8 percent, and the Dow Jones Industrial Average had its worst month in decades.

With the European debt crisis in the news, the massive oil spill in the Gulf of Mexico, and the raging US debate on financial regulatory reform, it's easy to understand why investors are skittish: Markets abhor uncertainty, and there's currently plenty of that to go around.

For example, in an unexpected reversal, US consumers backed off last month. According to a Commerce Department report, consumer spending in April was its weakest in seven months. Some economists warn that, without stronger job creation and higher pay, people will be hesitant to spend.

Volatility is the watchword for the month--and for the year so far. On May 6, we witnessed the "Flash Crash," when the Dow lost almost 1,000 points in a matter of minutes. Accenture's stock price dove to a penny before recovering. It's not entirely clear what caused the calamity, but it didn't do anything for investor confidence.

In spite of this news, signs point to a growing services industry over the next 12 months. Expect stock prices to fluctuate, but look for client demand for services to grow.

Naturally, there will be winners and losers among professional services firms. Over the next year, the winning firms will shed the recession mindset, focus their current service offerings on emerging client needs, and sell effectively to value-conscious, price sensitive buyers.

Learn more about the MCNews 12 Index

If you go to Amazon.com and search for books on "sales techniques," you'll find more than 4,500 entries. It seems like everyone has a sales book these days (including me!), so you might be inclined to yawn when another one hits the bookstores.

So why do I recommend SNAP Selling? For starters, Jill Konrath looks at sales from the perspective of the client decision process, not your sales process. By doing that, she opens up a new range of strategies for helping clients solve problems, which, ultimately, leads to sales.

Second, I really like her take on selling. Konrath sets out a simple, yet powerful, philosophy that guides her ideas. Konrath tells us that achieving sales "...is an outcome, not a goal. It's a function of doing numerous things right, starting from the moment you target a potential client until you finalize the deal."

As you read through the book, you'll find loads of useful advice on strategies and tactics. But most importantly, you'll learn about a mindset that encourages you to always think like your client, no matter how much pressure there is on you to close a deal.

I could end with some hackneyed claim about this being "the last sales book you'll ever need," but I"ll spare you. If you're involved with selling, you'll recognize that Konrath knows what she's talking about. So buy the book for yourself and your colleagues. You'll be glad you did.

Learn more about SNAP Selling and download two chapters.

As I pointed out in last month's newsletter, consulting firms are busy cranking out surveys, opinions, and articles on clients' issues and challenges. Here's a brief roundup of the ideas some firms have been kicking around recently.

Bain & Company: Managing IT to Win in the Recovery

When the US economy stalled in 2008, many executives put the brakes on IT spending. Now, with the economy showing signs of life, Bain consultants Rudy Puryear and Thomas Gumsheimer are recommending five strategies to CIOs for smarter IT spending. See the article in Businessweek.

Boston Consulting Group: Executives Remain Cautious

Top executives at large companies around the world anticipate rough going for the foreseeable future, and they voice less optimism than they did this time last year. That's according to a new survey of 440 executives in seven major economies published by The Boston Consulting Group.

In its third survey of executives during the crisis, BCG found that half of respondents expect a slow and difficult recovery. That is a significantly higher percentage than in March 2009, when only 17 percent were so pessimistic. It also runs counter to the prevailing view, which is based on stock market movements and investor behavior indicating that "the crisis is behind us."

The survey report, "In the Eye of the Storm: Ignore Short-Term Indicators, Focus on the Long Haul," is the latest in BCG's Collateral Damage series on the global economic crisis.

IBM: Capitalizing on Complexity

Researchers at IBM published "Capitalizing on Complexity: Insights from the 2010 IBM Global CEO Study," which is based on interviews with 1,500 CEOs from 60 countries, representing 33 industries. The report offers insights into how CEOs think about today's market, what external events they believe will impact their businesses in the coming years, and how leadership and management must adapt to the turbulent market.

Mercer: Human Capital Planning 2010

Mercer consultants believe that, in this era of uncertainty, executives face a crucial decision: Whether to restore cuts and reverse changes to their human capital programs and policies. Should they essentially revert to "business as usual," or carve a new path going forward?

Because this decision demands immediate attention, Mercer says that human capital planning is moving to the forefront of business planning for 2010. To help their clients, Mercer published "Human capital planning 2010: Resetting the talent and rewards agenda" to offer a framework for assessing an organization's human capital needs.

Monitor Group: Organizing for Social Media

Consultants at the Monitor Group are taking to the airwaves to opine on the evolution of today's "new marketing organization" in a live, no-cost webcast on June 4, 2010, 12-1 pm EDT. The session speakers will highlight organizations which are successfully using social media tools and environments. Click here to find out more and register for the webcast.

Last month, we published a list of first-rate resources on presentation skills. This month, we look at resources for effective writing, whether it's for a client proposal, a letter, an article, or a book.

How well (and quickly) you can communicate in writing is, of course, vital to success in this business. With that in mind, have a look at my Amazon list of 10 books that will help you become a better writer. And feel free to send me your best recommendations for additions.

Asiana Airlines won for Airline of the Year at the 2010 World Airline Awards that took place in Hamburg, Germany. Asiana nudged out Singapore Airlines (second) and Qatar Airways (third).

Between July 2009 and April 2010, almost 18 million air travelers from over 100 different nationalities took part in the survey. The award holds particular meaning for travelers, as it represents passengers' choices of best airlines.

The top 10 winners are:

1. Asiana Airlines
2. Singapore Airlines
3. Qatar Airways
4. Cathay Pacific
5. Air New Zealand
6. Etihad Airways
7. Qantas Airways
8. Emirates
9. Thai Airways
10. Malaysia Airlines

If you fly regularly, you're probably not surprised that the list doesn't include any North American-based airlines. To learn more about how passengers rated airlines in specific categories, including best low-cost airline, best in-flight entertainment, and best business class, have a look at the entire report.

"Abundant organizations take work relationships beyond high-performing teams to high-relating teams."

Next month, we'll talk with Dave Ulrich, professor of business at the University of Michigan and cofounder of the RBL Group. In his new book, The Why of Work: How Great Leaders Build Abundant Organizations That Win, Ulrich argues that to achieve extraordinary results, leaders must advocate creating meaning for employees along with making money.

Ulrich is the author of 23 books, and has been ranked as a top management thought leader by Businessweek, Fortune, Financial Times, The Economist, and many others. We'll ask Ulrich how organizations can understand and implement the leadership model he outlines, and what challenges executives can expect as they strive to offer deeper meaning in the world of work.

Look for the next issue of Management Consulting News on July 6, 2010.