Red Light, Green Light
Scoping New Client Engagements
My 2.5 year old is really into the game “red light, green light” right now, but she doesn’t understand the rules at all. For her, it’s just fun to run towards my partner or me while we’re turned the other way. Doesn’t matter if it’s a red light or a green light. It’s also really fun to yell. Lots of yelling when we play.
Here she is at soccer, where she does seem to have more of a grasp of the rules.
At the risk of turning this into a LinkedIn-style tortured analogy, are you running at any new client engagement, regardless of whether it’s a red light or a green light? Har har har.
In all seriousness, I reached out to our consultant community to ask what they watch for when scoping new engagements. Their insights were so valuable that I wanted to share them with you. These aren’t “red lights” in the sense that you should immediately stop. But they shared some really useful yellow lights suggesting you proceed with awareness and clear communication. We also identified a bevy of green lights: great signs of a fruitful and mutually beneficial partnership.
I’d love to add to this list, so please comment or email me (sam@chorusai.co) if you’ve learned the hard way (or the easy way!) with a client engagement. Thanks to Salim Shariff, Emily Berens, Michaela Howard, Jamie Cerretti, and many more folks for sharing their experiences and wisdom.
The Scope Dance
The initial scope is a good starting point for figuring out if there might be an issue to work through. I’ve noticed that scope challenges come in two flavors.
Some projects have “too many tentacles.” They sprawl across multiple departments, objectives, and deliverables without clear boundaries. On the other end of the spectrum, there are engagements that offer too few hours for huge projects and comprehensive solutions that can’t be done in the timeframe.
When I encounter a sprawling scope, I try to help the client prioritize. I might say, “I notice this project touches on strategic planning, board development, and fundraising. Which area would create the most value if we focused there first?” This approach often leads to more manageable phases.
For projects with insufficient hours, I share what’s realistic within their timeframe. I find it helpful to offer options: “Here’s what we could accomplish in your proposed timeline, and here’s what would be possible with a more extended engagement.”
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Communication Patterns Tell a Story
Communication styles during scoping often preview the entire working relationship. I pay attention when clients are great listeners who engage thoughtfully with my ideas. Even better are clients who constructively push back when something doesn’t fit their context.
One consultant shared an experience that resonated with me: “Urgent request for an initial meeting, followed by me being very responsive, followed by potential client completely ghosting any follow-up and responding as if nothing happened a month later.” These erratic communication patterns rarely improve once the project begins. This might be a sign the engagement isn’t a great fit. Or you could try addressing it head-on with the potential client to elucidate why it’s happening and to try to remediate it.
I’ve also learned to watch for vague or inconsistent communication. When different stakeholders describe the project in fundamentally different ways, it suggests internal misalignment that will complicate the work.
Figure out who the stakeholders are in the scoping phase, and make sure you talk to each of them before proceeding!
Another thing to look out for is when clients can’t clearly articulate why they’re pursuing this project now. To take a lesson from sales, a key criteria you’re taught to look for early in the sales process is timeline. Does the prospect need to solve a problem in the next 3-6 months? If they don’t, then they’re probably not going to buy your product, even if they have a problem and you’re offering a solution. I think we consultants should borrow that notion and probe on timeline. What we’re looking for is if the problem is acute enough to need our help now. If not, it might signify a lack of organizational commitment. I hate when I’m working hard on a project and can’t get the client to pay attention to it!
Ownership and Decision-Making
Projects need clear owners to succeed. I’ve learned to ask, “Who will be the primary decision-maker for this work?” When the answer involves multiple people without clear roles, I know we’ll need to establish decision-making protocols early. You’re probably already familiar with the MOCHA framework, but it’s always worth a reread -- appreciate you, Management Center!
©The Management Center
I appreciate when clients are transparent about their approval processes. One client I work with explained upfront that all materials would need review by their communications team, legal department, and executive director. This clarity helped me build realistic timelines and set appropriate expectations.
When clients resist involving key stakeholders in the scoping process, I’ve found it often foreshadows implementation challenges later. Many times, this comes from a good place. No one likes being overburdened with meetings. Protecting teammates’ time is a noble motivation. But many engagements break down because of misalignment between client stakeholders. I have had several contracts where a key stakeholder didn’t even know about my involvement until a month into the work. That’s what we’re trying to avoid. I gently encourage broader participation by explaining how it strengthens outcomes: “In my experience, having program staff involved early helps ensure the solutions we develop will work in practice.”
Financial Conversations as Relationship Indicators
How clients approach budget discussions tells me a lot about our potential working relationship. Some negotiation is normal. I’d actually go further and say negotiation is an indicator the client is thinking seriously and professionally about the project. But when clients push extensively on rates or payment terms, it sometimes indicates deeper issues around valuing the work or maybe their own confidence in raising the funds to pay you.
Payment terms matter too. I suggest making clear you expect standard payment terms (net-30) and watch for resistance. Clients who need significantly extended terms might be facing cash flow challenges that could affect the project.
Finally, I’ve found that clients who understand the value of expertise typically focus more on outcomes than hourly rates. They ask thoughtful questions about approach and methodology rather than just trying to reduce costs.
Signs of Promising Partnerships
Some of my most successful engagements started with clients who demonstrated organizational readiness. They had already done preliminary work, gathered relevant data, or prepared their team. This preparation signals commitment to the project’s success.
I love working with clients who show curiosity about process. When they ask thoughtful questions about methodology and approach, it usually leads to deeper collaboration.
Follow-through during scoping often predicts project implementation. Clients who promptly return contracts, send requested materials, and make introductions typically maintain that responsiveness throughout our work together. Conversely, when a client takes 3 weeks to send me the necessary background context to get started, that usually carries through to delays in meeting other deadlines during the project. It often also means I’ll have trouble getting the client to focus on the project, meet with me, review work, and more.
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Creating Clear Agreements
A lawyer I used to work with gave me some good advice. They said the point of a contract is to prepare for the absolute worst case. You hope you never get there, but you want it all structured via your contract so you’re protected. I recommend handling your contracts with this mindset.
Make sure you include specific deliverables, timelines, roles, and communication expectations in every contract. Obviously your payment terms and timelines should be included. I also outline what happens if scope changes arise.
I find it helpful to discuss potential challenges upfront. Rather than assuming everything will go perfectly, I might say, “Sometimes organizations face competing priorities that delay feedback. How should we handle that if it happens?” This proactive conversation often prevents issues later.
Moving Forward with Confidence
These observations come in the spirit of setting you and your clients up for success. Most challenges can be addressed through clear communication and thoughtful agreements.
I’ve found that the best client relationships involve mutual respect, clear expectations, and genuine partnership. When I pay attention to these early signals and address potential issues proactively, projects tend to run more smoothly for everyone involved.
What patterns have you noticed in your consulting practice? I’d love to hear what works for you when scoping new engagements.
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