BLANK

Richard Gee Presents....
ˇ@

An Eight-Minute Test To Screen New Clients

By Rob Levinson

You've probably heard of speed dating, a service that introduces singles to a room full of potentially suitable companions, by allowing pairs exactly eight minutes (or as few as three) for conversation... and the chance to quickly size up chemistry. The best part is the "instant-out clause" -- every eight minutes a bell rings and participants switch partners so no time is wasted on obvious mismatches.

I've started to do the equivalent when I meet prospects: sizing them up on whether they'll be great clients or pains in the neck in about eight minutes. I follow a script that forces the prospect to reveal his or her understanding of marketing (my consulting specialty), attitudes about working with consultants, approach to work and ability to communicate. If I think we're compatible, I ask, "How much of a marketing investment are you prepared to make?" This answer separates the serious client from the rest and becomes the platform for the remainder of our conversation.

This approach crystallised for me after working with the principals of a Boston-based strategy firm this past year. I met Gil and Len over an exploratory cup of coffee and found they met my principal criteria: They had the desire and means to hire me. But their other attributes -- intelligence, humour, respect and responsiveness -- are crucial to a rewarding and sustainable business relationship. Here are the questions I ask to judge whether to take on a new client.

Does the prospect have a sense of humour?

People with a good sense of humour typically are smart. (By funny, I don't mean they can tell a good knock-knock joke. Rather, they understand irony and don't take themselves seriously.) Smart people are rewarding to work with because they can put their challenges into perspective.

When meeting with prospects for the first time, I share a story about my 11-year-old daughter, which serves as an ice-breaker and adds levity to those awkward first moments. Not long ago, she begrudgingly told me about her day at school. I thanked her and said, "Now I know you better." She replied, "No, you know what I did, but you still have no idea who I am." Gil and Len nodded at this story, telling me they understood the frustrations of parenthood. They then shared stories of their children, and we were off and running. Now, if appropriate, I play the parent-bonding card during first meetings with other prospects.

Is the business story compelling?

Some prospects are realistic about their challenges, while others exist in a fantasy world sustained by sycophant employees, overzealous investors or deluded friends and family. To be sure, I've been known to make a product or service appear more compelling than it really is. However, I'm only a marketer, not a miracle worker.

For instance, I couldn't help a client who complained that the brand positioning I created for the company did not differentiate it enough from competitors. (Neither did its service.) Sure, I can wax eloquent about a company and promise all kinds of benefits, but these claims are meaningless if the company can't deliver.

Before meeting Gil and Len, I researched their industry and business. I found that their competitors said the same thing and used the same type of graphics and visual imagery on their Web sites. I suspected there was a real opportunity to help my clients to distinguish themselves from others in their category.

Will the assignment propel my career?

Ultimately, I'm hired because I've accomplished for others what a prospect needs. I am always seeking to add brand names to my portfolio that will impress future prospects. Unless I just can't say no to the money, I seek assignments in industries I haven't worked in to keep expanding my credentials.

Gil and Len are established thought-leaders in their industry. Learning about this new field from some of its stars has given me insights and experience I can use in future assignments.

Will I be treated like a vendor or partner?

Maybe I'm a snob, but I never see myself as a vendor. Kids who sell T-shirts at Fenway Park are vendors. Consultants who help global brands distinguish themselves are marketing partners.

To determine how a prospect views consultants, I inquire about his or her previous relationships with marketing experts. Their facial expressions -- perhaps a sneer or that universal "bad taste in my mouth" look -- and descriptions reveal their feelings about such outside assistance. If I sense disdain, I know I'll be treated with contempt as well.

Are they responsive?

Throughout a project, I query clients to ensure that I'm making accurate assumptions. The faster clients review and respond to my preliminary suggestions, the sooner I complete a project and the higher my success ratio.

Gil and Len were prompt and engaged during the e-mail and phone tag required to set up meetings. They've even taken the blame for later communication logjams.

For sure, my selection process is more art than science, and naturally there are exceptions to the rules. I probably wouldn't turn down a project with a fat fee just because the client is a stiff. But if I can't put a check in at least two of the boxes above, I use an eight-minute-dating strategy to politely say no: I simply confer with my Blackberry, feign an important message and move on to next table.

-- Mr. Levinson is an independent marketing consultant in Boston.

Share your thoughts on working as an independent consultant on StartupJournal's discussion board.