Section 1.1: Crafting Your Power Map

A crucial reminder: the people you may inadvertently offend today could be those you need to appease tomorrow.

This principle applies to both superiors and clients, so it's wise to carefully select those you trust. These individuals will support your efforts.

Once you have a solid base of support, you can concentrate on tackling adversaries. Often, these opponents can make your day challenging with unwarranted criticisms, such as:

• "I can't believe you delivered such a poorly prepared proposal!"
• "How do you handle other clients with similar issues?"
• "Are you confident this will succeed?"
• "I need additional information."

I don’t wait until the official start of the consulting process to associate these comments with individuals. Instead, I begin my mapping during the initial discovery sessions, tagging those who express these sentiments as -2 or -1 in my mind.

You might think this is superficial since it’s just an initial meeting, but human behavior is remarkably predictable.

When clients appreciate your work, they make it known. Conversely, if they’re not in your corner, their discontent is equally evident.

Positive feedback often sounds like:

• "This proposal makes sense."
• "What resources will you need?"
• "What’s our expected timeline?"
• "What does success look like for this engagement?"

Supporters and advocates are usually enthusiastic and eager to engage with your work, recognizing its inherent value without needing extensive justification.

Section 1.2: Engaging with Your Sponsor

It’s one thing to create a comprehensive Power Map, but without guidance, it’s ineffective. Your consulting sponsor serves as your compass in this endeavor.

Don’t hesitate to invest in that coffee meeting; the $20 spent could save you thousands in the long run.

Be direct and courageous. Ask the pressing questions that linger in your mind. Here are some typical inquiries I pose to a client sponsor:

• "Which department does Jill (-2) belong to?"
• "What’s Jack's (-2) issue with the engagement?"
• "Why does Jeremy (-1) consistently make cynical remarks?"
• "Collin (+1) is supportive only during certain phases. What’s behind that?"

I value clarity. The intricacies of office politics are often as clear as day.

Through conversations with various client sponsors over the years, I've noticed recurring themes in different Power Maps.

First, identify those who feel threatened by your work. For instance, I specialize in digital transformation, which can unsettle individuals who prefer traditional methods.

Second, avoid becoming an obstacle to others' goals. I once faced a Marketing Director who consistently refused to engage, opting instead to criticize my efforts in front of the C-suite.

I later learned that she felt sidelined in a project she had hoped to lead, which clarified her hostility.

Regardless, some individuals will be pleased with your involvement, either because you can help them achieve their goals or because you align with their perspective.

However, unless your client sponsor provides insights, you may struggle to uncover the underlying sentiments masked by pleasantries. Unfortunately, this is the reality of the consulting industry.