23
Chapter 2
The Odyssey Arrow Value
Engagement Process: Bringing
Clarity to Client Needs
◾ How will you source and engage your Ideal Clients?
◾ Do you have a business process and system for delivering superb client
value and masterful results?
We now come to one of the most important concepts in the consultant’s
Odyssey. The Odyssey Arrow is a visual representation of the path to the
ultimate Odyssey goal, which is to engage with your Ideal Clients on key
assignments to deliver superb value and produce masterful results. The
Odyssey Arrow is the business development system of the Odyssey process
and provides practical, step-by-step guidelines showing how consultants
move from identifying their Ideal Clients all the way through to delivering a
Level 3 or Level 4 intervention.
The process that underlies the system is dynamic and versatile and has
been adapted by high caliber consultants with many years of consulting and
business experience. Trusting and following the process is an imperative.
Practitioners of the Odyssey Arrow have learned two valuable points when
engaging with the process (Figure 2.1):
◾ Give it due time and respect.
◾ Never go to the next step until you are satisfied that the step you are on
is complete to both your and the client’s satisfaction.
24 ◾ Odyssey—The Business of Consulting
Extrinsic and Intrinsic Factors
Before embarking on the process described by the Odyssey Arrow, you will
need to lock down a series of extrinsic and intrinsic factors itemized in the
previously mentioned graphic. These factors comprise the key business and
personal metrics of your consulting business.
Every consultant must set out the financial, marketing, consultative sell-
ing, and business strategies of their consulting business before they can
credibly discuss these aspects with a client in respect of the client’s business.
These issues will be discussed in more detail in Chapter 5 (The Business
behind Consulting).
The intrinsic factors, outlined further in Chapter 6 (The Mental Game),
must also be carefully considered. An awareness of your own personal
branding, your personal strategy, your facilitation style, your emotional intel-
ligence, and your spiritual connectivity all contribute to the connectivity of
who you are and what you do in consulting.
Once the extrinsic factors have been processed and systemized, and the
intrinsic self-awareness journey is under way, the Odyssey business system,
as captured by the Odyssey Arrow, can be fully and successfully deployed.
The Arrow Legend Explained
The Value Engagement Practices
Executive Briefing (EB)—establishing initial contact with the Ideal Client
base
Personal branding Facilitation
Personal strategy Emotional intelligence
Extrinsic factors
Intrinsic factors
Masterful results
Business model Marketing
Consultative selling Business strategy
Spiritual
EB
M1 M1r
REC
M2
BMR
ODI
SER
Figure 2.1 The Odyssey Arrow.
The Odyssey Arrow Value Engagement Process ◾ 25
Meeting One (M1)—first meeting with client
Meeting One Response Letter (M1r)—as described
Meeting Two (M2)—the second meeting, together with any additional
interactions
Business Management Review (BMR)—key strategic information gathering
exercise
The Value Integration Practices
Recommendation (REC)—based on a portfolio of solutions
Organizational Development Intervention (ODI)
Summary Evaluation Report (SER)
We will review the first five value engagement practices in detail in this
chapter and the three value integration or implementation practices in the
following chapter. Before we look at the EB, however, we will consider the
Ideal Client.
The Ideal Client Profile: Who,What,When,
Where, Why, How
The Odyssey Arrow describes how you work at building value for your busi-
ness, but before that process, you have to prepare the groundwork for iden-
tifying and cultivating your Ideal Clients. Consider the following Ideal Client
profile and imagine how the following operative questions might be applied
to your consulting business.
Who Is My Ideal Client Number 1 Category (IC1)?
An IC1 can be an individual and/or an organization. Here is an example of
an Ideal Client categorization:
IC1: My Ideal Client is John Jones, a 42-year-old CEO owner of ABC
Company with personal worth of $10 million minimum and realizable
business assets of $100 million. He is a like-minded person, and we
have an immediate peer-level respect for one another. He is courageous
26 ◾ Odyssey—The Business of Consulting
and action orientated, helpful, and collaborative. Above all, he is open
to change, learning, and growth.
What Is My Ideal Client Looking for?
He wishes to capitalize on his gain potential and to reduce his potential for
losses. In addition, he wants to leverage market opportunities, innovation,
new product development, cultural change management, strategic initiatives,
and more. He is often unclear or inarticulate, but he knows what is required
when it is revealed to him. He is looking for a strategic solution.
When Is My Ideal Client in the Market?
There are a range of triggers here. An “if not now, when?” moment can arise
as a result of an external shock. Frequently, there is frustration in relation to
the slow pace of change or growth relative to the potential. For the entrepre-
neurial mind, the moment is always now.
Where Do My Ideal Clients Find Me?
The EB is a key point of contact for new clients. In addition, professional
introductions and referrals from other Ideal Clients represent a pipeline for
new business.
Why Will My Ideal Clients Engage Me?
The reason is, first, because of a meeting of minds and philosophies. There
is an acceptance that they themselves cannot do what needs to be done
because they are part of the problem or challenge. In other words, they are
too close to the situation to maintain an objective perspective on the big
picture. There is a sense of relief that they can partner and collaborate with
a credible expert.
How Will We Work Together?
By building trust in a series of incremental stages, showing the way to the
achievement of clearly defined objectives, as defined by the Odyssey Arrow
(Figure 2.2).
The Odyssey Arrow Value Engagement Process ◾ 27
Executive Briefing
One powerful way to attract your Ideal Clients is to present an EB or a
series of EBs on subjects tailored to engage their interest. You can achieve
credibility and respect and build trust by demonstrating your depth of
knowledge on a subject or subjects and your understanding of the prospec-
tive client’s business challenges. Your prospective clients do not want to be
sold to; they want to be educated and offered solutions to the challenges
they are experiencing. You are a thought leader.
The EB will generate initial appointments, provide an opportunity for
client buy-in for your services, and stimulate the prospective client to take
action in the moment.
In our experience, there is a range of client challenges that can draw cli-
ents to EBs and stimulate consulting opportunities:
◾ The company is in growth mode and needs help.
◾ Executives overly focused on day-to-day operational issues and lack
strategic direction.
◾ The leader is focused on working “in the business” as opposed to
working strategically “on the business.”
◾ The company sees the need to invest in talent management and succes-
sion planning.
◾ The company has a new president/CEO/executive team who wants to
change the culture and potential of the organization.
◾ The company is experiencing competitive pressures.
◾ The company is losing or is in fear of losing talent and/or business mar-
ket share.
M1
M1r REC
M2
BMR
ODI
SER
Figure 2.2 Executive Briefing.
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