Do We Need Feedback Sheets In Consulting At All?

When it comes to consulting, the world is split into two.

Some people believe feedback sheets are important, so clients can provide honest feedback to consultants without feeling awkward of giving feedback in person.

And some people say consulting relationships must have enough mutual trust and respect built into them that people of either party can go to the people of the other party and express their honest observations.

The problem with feedback sheets

The existence of feedback sheets creates an “us and them” dynamic. It assumes that whatever consultants do, they do it TO, FOR or AT clients.

By giving a one-sided right to the client to comment and criticise on the consultant’s performance, we also enter into a superior-subordinate relationship.

And the client mentality is...

“Do it FOR me and I can judge you.”

So, what happens is that instead of focusing on the project and improvement in the client’s condition, consultants focus on receiving great evaluation marks from their clients.

They need good evaluation for future work and use the client as a reference. And it happens far too often even when nothing is achieved.

There is one snag though.

Let’s say your client hires you to help to develop a marketing plan for the next years. The client hires you because he doesn’t have the expertise to do it in-house.

But this lack of expertise automatically disqualifies your client from criticising your process.

What do you think would happen if new recruits started criticising Marine or Navy SEAL training for its harshness?

Can you really let the rabbit carry the rifle?

And while clients can “evaluate” (what a retarded word in this context) consultants, consultants can’t evaluate their clients. They have to accept comments from all Tom, Dick and Harry just because they pay the money to their consultants.

It comes from the age-old dogma that clients are always right.

Yes, dear, you are in charge. You and the kids.

Life without feedback sheets

This is a different dynamic altogether. In this scenario consultants work WITH clients in close collaboration. There is one team and one goal, and client and consultant regard each other as peers.

The only difference is that some team members are on the payroll and receive salaries whereas some others are with the company on a temporary basis and receive fees.

There are clearly defined objectives to be achieved and there is a jointly developed plan to achieve them.

Yes, there is always healthy work friction between team members, but it’s not about personal issues. It’s about getting the work done in the highest quality.

And what replaces feedback sheets?

Open communication. Anyone can approach anyone and voice her frustration. In this situation the junior consultant, Miss. Jones has the right to approach his client whom she calls Mr. Smith, and ask him not to call her Honeybunny just because she's a junior consultant and Mr. Smith is a multi-millionaire CEO in his 60s.

As a consultant, you also have the right to bring issues to your client, that is, the main sponsor of the project...

“Joe, I’d like to let you know that we all work hard to put a rush on this initiative but your HR manager usually takes as 5-7 days to respond to basic emails and this delay slows all of us down and the timely completion of the project is jeopardised. What do you suggest?”

Notice that you’re not ratting out the HR manager. And you go to Joe only after having asked the HR manager to respond a bit more quickly, so he doesn’t keep the team waiting.

So what to use instead of feedback sheets?

I believe in using Before Action Reviews and After Action Reviews. These concepts are borrowed from the US Army.

In the military there are not feedback sheets. There is constant communication.
The Before Action Review sets the parameters of the project and briefs team members on what to do.

The After Action Review debriefs the team on what was done, how it was done and how it can be done better the next time.

Reviews are project reviews not personal performance reviews.
If someone fails to give his best and brightest during the project, he is dealt with according to the client’s or the consulting firm’s disciplinary process.

Also, look at elite athletes. They don’t have feedback sheets on their performance. They practice like clockwork, and improvement is unavoidable.

What do you think about feedback sheets in consulting?