Chapter 9
Disengaging
It’s Been Nice, but I Really Must Be Going
Demonstrating Success
There is a profound difference between consulting (or coaching) and codependency. At some point, you must leave.
Now, leaving may mean moving on to another project and repeat business with the same client, but all individual engagements must end. (Which is why I’ve taken pains herein to differentiate retainer arrangements and ongoing access to your smarts. But even retainers end, seldom lasting beyond a year or two.) Sometimes leaving means departing, packing your tent and collecting your souvenirs, and going. That’s particularly true with smaller clients, highly specialized projects, and so forth.
Formal disengagements also reduce the risks of ongoing scope creep and scope seep, reduce your labor intensity, and create clear indications that you can now increase other priorities, such as marketing, research, self-development, and so on.
In any case, the first aspect of departing is to have demonstrated success.
The Gospel
The entire point of our profession is to improve the client’s condition. Make sure the client recognizes and endorses the improvement
Your project’s conceptual agreement includes metrics—measures of progress and success—and a central element. When you are ready to disengage, one of two dynamics will be present:
1. The project is completed and objectives have been met.
This may be the case of a new hiring system, or reduction in staff conflict, or restructured call center. ...
