As a consultant, you step into projects as a recognised expert, achieving a successful outcome goes beyond just delivering results; it's about forging a partnership founded on mutual understanding and respect.
Navigating this dynamic effectively means engaging on multiple fronts simultaneously: you must demonstrate and simultaneously prove your value. This can be challenging, as some tasks may take time to show their worth, and many companies might not fully grasp the design process. They're often more focused on tangible outcomes, like final designs, rather than the process (research, iteration, etc.), which can lead to tension if they see you spending more time “preparing” than producing.
Just as in the early stages of a design project, I approach the beginning of a project at a new company by gathering information and insights, and empathising with the team I am joining.
Initial engagement: listening and learning
Uncovering and aligning with stakeholder goals
My first step is always to meet with key stakeholders to understand their objectives. This crucial step demonstrates that I'm not there to impose my methods but to foster a team dynamic where their business knowledge is as valued as my design expertise. From the outset, I work to be seen as a collaborator, actively gathering knowledge to better serve the project, not merely as an outside consultant.
Understanding and integrating into company culture
Every company possesses a unique culture, and successfully integrating into this culture can significantly influence my effectiveness as a consultant. Whether the organisation has a hierarchical or a flat structure, adapting my approach to align with their norms is essential. The way I see it, as a designer (and consultant), possessing the ability to adapt to new projects, diverse user types, and various team dynamics is invaluable. The empathy we often discuss is not only about understanding users; it's also about adapting to and empathising with a new team.
Deep dives: building a foundation of knowledge
Conducting competitive analysis and market research
Having discussed how crucial adaptation is within a new team, let’s delve into the work itself.
Often in consultancy, you'll find yourself entering sectors you're unfamiliar with, which can be daunting.
Alongside my efforts to integrate, I also dedicate most of my time to learn as much as possible about the project, the sector, the users, and the company itself.
I’ll embrace my role as a newcomer—I ask questions, seek out existing research, and show an eagerness to absorb all available information.
Acknowledging that you don't know everything, especially when positioned as an expert, is not only important but also beneficial. Curiosity not only brings fresh insights but also demonstrates your commitment to thoroughly understanding the project.
Demonstrating value: From quick wins to long-term strategies
Now let’s delve into the execution part.
I think an essential aspect of being a consultant is the ability to showcase your value early to create trust. Design is a process that takes time, and while you may be confident in your ability to meet the company's expectations, it is equally important to visibly demonstrate your value right from the start.
This is my opportunity to show real impact. How could this be achieved? I use a strategy that balances quick wins with long-term goals.
Evaluating design operations
If the client already has established design operations, I will assess these to identify potential improvements that might benefit other members of the team. My goal is to demonstrate that I can be a helpful addition to the team, not solely focused on my tasks.
An example of this would be the development handover process. I'll meet with the developers to discuss any issues they encounter when receiving designs. Questions I typically explore include:
- Are there common miscommunications that could be easily rectified?
- How do they prefer to receive designs, and are there specific documentation styles they find more efficient?
By pinpointing and addressing these pain points, I aim to show early in the project that my role is to facilitate smoother operations and that I want to be a problem-solver. Tackling these small, yet impactful issues can lead to significant improvements in how the team functions, reducing technical debt and enhancing overall workflow efficiency.
Identifying and achieving quick wins
Early victories are crucial for building trust and establishing credibility. Quick wins—whether they’re minor adjustments or significant repairs—set a positive tone and demonstrate your competence from the outset. Remember, first impressions matter.
Such quick wins could address technical debts, as previously mentioned, or involve resolving a major issue identified during a stakeholder review that can be fixed in a single sprint (E.g adding a tooltip to reassure users, or adjusting a user interface element to improve usability, …).
Even better, if you can tie these quick wins to specific KPIs, you can quantitatively demonstrate their impact. Whether it’s improved user engagement metrics, increased conversion rates, or reduced support calls, showcasing tangible results can further validate your contributions and strengthen the client’s confidence in your skills.
Design advocacy
Design is often perceived solely in terms of its final outputs, such as screens, with the extensive groundwork of workshops, research etc sometimes viewed as superfluous. By explaining your decisions and involving stakeholders, you can effectively advocate for the entire design process.
Always take the time to discuss your design choices, whether it's replacing a design element like a slider for accessibility, addressing pain points from user research, or presenting findings from usability testing sessions.
Openly sharing the rationale behind your decisions not only justifies your role but also enhances the perceived value of UX and demystifies the design process. Such transparency creates understanding among stakeholders, reinforcing the critical role of thoughtful design in creating user-centric solutions.
Planning for long-term goals
And finally, while it’s essential to secure quick wins, equally important is the development of a strategy for long-term achievements. Outlining a roadmap for design will show your commitment not only to immediate results but also to the ongoing growth and evolution of the project, aligning with ongoing business objectives.
Keeping the consultancy in the loop
As a final point, I would advise to maintain regular communication with your consultancy team.
Anticipating challenges, providing regular updates, and actively seeking advice will help you navigate any potential difficulties, ensuring the project continues to progress smoothly. This proactive strategy not only prepares you to handle unexpected challenges but also reinforces the strength of the overall support system.
Conclusion: A partnership built on expertise and trust
Starting with a new client is an exciting opportunity to demonstrate your skills and build a lasting partnership. By focusing on those steps, I hope you can set the stage not just for immediate success but for a relationship that can grow and evolve over time, aimed at achieving the best outcomes for all parties involved.
