Kickass Kickoffs

⏰ Today in 5 minutes or less:

• Creating a repeatable process with reusable tools for your first 30 days.

• How to spend your energy working the people.

• How to leave the room with an agreement to engage while making everyone feel considered.

30-Day Consultant Playbook: Your Step-by-Step Guide to Success in a New Client Engagement

As a consultant, your first 30 days on a new project are crucial. This is the window where you prove your value, establish trust, and set the stage for long-term success. 

Whether you’re joining a new team, stepping into a leadership gap, or taking on a high-profile initiative, the ability to adapt quickly and deliver results isn’t just expected – it’s essential. 

But walking into a new environment isn’t without its challenges. 

You’re faced with learning the team dynamics, understanding the client’s priorities, and identifying where you can make the biggest impact – all while preparing for the first major milestone (usually): the SteerCo kickoff meeting. 

This meeting is your opportunity to showcase your understanding of the project, align stakeholders, and chart a clear path forward. Getting it right is non-negotiable. 

This playbook is your guide to navigating those challenges and accelerating your impact from day one. You’ll find strategies for quickly assessing the landscape, building relationships, and identifying quick wins to build credibility. 

We’ll also show you how to use your first 30 days to gather the insights, frameworks, and data you need to deliver an impactful SteerCo kickoff presentation – earning client buy-in and setting the tone for a successful engagement. 

The first 30 days aren’t just about fitting in – they’re about standing out. 

Whether it’s aligning with leadership, inspiring the team, or preparing for your first major deliverable, this playbook is your roadmap to making every moment count. 

Ready to dive in? Let’s get started. 

What You’ll Find in This Playbook 

This playbook is your strategic partner to navigate the first 30 days on a new consulting engagement. It’s packed with tools, frameworks, and actionable insights to help you integrate seamlessly and deliver immediate value. Here’s what you’ll gain: 

• Clear Action Steps: From day one to day thirty, this playbook maps out the critical milestones, including how to prioritize your efforts, avoid common missteps, and set a strong foundation for success. 

• Proven Frameworks: Deliver insights and organize information better with our tools and proven frameworks – from the interview guide and stakeholder map to your next kickoff deck. 

• Winning Trust: Learn strategies for assessing team dynamics, identifying quick wins, and managing relationships with stakeholders. This playbook will help you build trust and credibility quickly.

• Key Takeaways: Find guidance on balancing the need to learn with the need to deliver results, aligning your contributions with the team’s goals and demonstrating your unique value as a consultant. 

How to Use This Playbook 

Think of this as your roadmap for the first 30 days. It’s organized into actionable sections that guide you through each phase, from understanding the team’s needs to crafting a powerful SteerCo kickoff presentation. 

While it’s designed to be read sequentially, feel free to jump to the sections most relevant to your current stage. Bookmark it, annotate it, and revisit it whenever you need a refresher. 

This playbook isn’t just about surviving your first month – it’s about thriving. 

By following these steps, you’ll not only integrate faster but also set the stage for long-term success, starting with your first big deliverable: the SteerCo kickoff. 

Your Day 1: Build Relationships, Understand the Landscape 

Let’s spend a minute thinking about the first day you walk in the door. 

On this first day, you need to spend your time focused on getting the lay of the land and building relationships within the organization. 

Remember that you need to work the people as hard as the problem. 

This is crucial because you can’t add value to the team if you’re not a trusted part of it. You need to connect with the rest of them as a professional and as a human being from day one (or at least the first few days). 

Here’s how I would do it: 

1. Own the Setup Process 

Consultants need to be connected to the client’s IT systems to get their work started. It should be completed by the end of the first day, so I make sure to show up early for the process. 

IT will always be painful for consultants, but it doesn’t have to be painful for the client too. 

Sometimes, it can be as easy as getting connected to Wi-Fi. But most of the time, it will take hours to get connected to their network, access their systems, obtain an ID badge or whatever system they require. 

You need to do that quickly while causing as little annoyance as possible to the client or internal navigator – even better if you can do this behind the scenes. 

The trick is to show up early and set aside time to integrate into the client’s admin and IT systems. Try to ask for an admin contact a few days before arriving, call them, be nice to them as they help out, and then bring them a little something on the first day as a token of gratitude. 

Th admin contact can be an actual admin member of the client’s company or a junior person on the team. Regardless, you need to shower them with gifts and kindness to build great relationships. 

2. Meet the Client and Gather Initial Insights 

It’s easy to get distracted with the number of things to be done, but my priority is to spend the first day asking questions that will help me know the client and their team better. 

I make a plan to carefully observe and actively listen to the people. What I like to do during my first day is to meet the primary client in a room with a markerboard so we can freely brainstorm, and they can dump all the information on me. 

The conversation will run freely this way, but you can always start with a structure. Here are some questions I prepare for the client before a meeting: 

• What is the problem and what are the potential causes? 

• Who are the stakeholders and what are the organizational dynamics? 

• What constraints are we under? What can’t be changed? 

• What has been tried to solve the problem? 

Your challenge is to make sense of the information dump and gather initial insights from the client. 

3. Build Personal Rapport Early On 

As you get more information about the problem at hand, don’t forget to also focus on the human relationship. 

Personally, I try to find everyone’s personal spark – what they’re passionate about, what they do outside their work, and anything about their partner, kids, pets, or even the sports they watch. Ask about those things until you find the thing that lights up their face. 

Then, all you need to do is show that you’re interested in the same topics. Talking to them about their favorite activities is a great way to establish a personal connection and make a good first impression. 

Your Week 1: Establish Trust, Deliver a Quick Win 

After getting the lay of the land, your next goal should be to start delivering results and establishing credibility. 

But a quick word about credibility – it’s not something you can easily show by telling people who you are or showing them a list of your accomplishments. 

You do it by actually delivering results. 

Here are my top priorities during my first week in a new team to show how well I deliver results:  

1. Focus on Relationships 

The first week is where I continue building relationships. 

It’s the best time for understanding stakeholder perspectives and building personal rapport with the rest of the client team. 

I also use this time to observe more of the team dynamics and organizational culture because it comes in handy during the buy-in process. This is also a good time to ask for data or previous materials that are useful for the kickoff meeting or the overall project. 

Once you have a proper lay of the land and good connections with the client team, you can start slowly shifting the focus to other stakeholders within the organization. 

Take this chance to start identifying the key stakeholders among the senior executives – deciding which ones should be included in the SteerCo and which ones should simply be sent weekly project updates.  

The list might not be final yet, but it will give you a better picture of relationships. 

2. Define and Solve a Papercut Problem 

Aside from building relationships, another thing to do during your first week is to get a quick win. I do this by finding and solving a papercut problem – the tiny annoyances that drive everyone crazy, yet no one has solved yet.  

My advice is look for a papercut problem and fix it. It can be something as simple as standardizing a PPT template, building a template for monthly business reviews, or writing a series of email updates every week. 

It’s not always in the scope of your work. But solving these kinds of smaller problems shows how you can make stuff happen, positioning you as a trustworthy person who can get things done.  

3. Clarify the Problem Statement 

Defining the problem for a client sounds easier and simpler than it actually is. 

But most of the time, stakeholders have a different idea of what the problem is. Within the first week, you need to have a simple definition of the problem that everyone agrees needs to be solved. 

To help stakeholders agree on a common problem to solve, I use two frameworks – The Five Whys to help identify the root cause of the issues quickly and SCI Framework to create a one-page statement of the problem I can share with cross-functional stakeholders. 

The Five Whys is a simple McKinsey discussion exercise where you ask why a problem exists. It sounds basic at first, until you get to the third or fourth “why.” It forces the mind to categorize information and separate what matters from what doesn’t. 

On the other hand, SCI is a framework that captures the context, complications, and challenges. It summarizes all you need to simplify a problem statement and put everything you need in just one page. 

4. Start Observing and Mapping 

Not everyone in the organization has a direct impact on the projects you’re working on. It’s great to have a positive connection with more people, but some voices are more important than others when it comes to getting the yes. 

Here’s when a stakeholder map is useful. 

It’s a tool that provides clarity on stakeholder roles, influences, and interests – things that are essential in shaping the buy-in decisions of stakeholders. Those with high influence and strong interest will either be the key supporters or significant obstacles, so make sure to demonstrate value and build trust when it matters most. 

Using a stakeholder map also ensures effective communication, better risk management, and proper resource allocation for the project. 

5. Document Your Initial Observation 

After collecting insights and addressing initial challenges, it’s time to create an initial draft summarizing your findings. This should include a clear and simple definition of the problem statement, potential solutions, and any initial observations about team dynamics or organizational barriers. 

Share this draft with your client or key stakeholders. The goal is to ensure alignment and invite feedback that will shape the kickoff deck and meeting. 

This iterative approach not only clarifies your understanding but also builds trust, showing the client that their input is valued and incorporated into your strategy. 

Additionally, documenting these observations early sets a solid foundation for the upcoming SteerCo kickoff. 

Your Month 1: Prepare and Host a SteerCo Kickoff  

A couple of weeks have passed and now, you’re preparing for your first big deliverable – the Steering Committee Kickoff. 

A Steering Committee (SteerCo) is a group of cross-functional executives who need to be aligned for the proposed project or solution to proceed. You need one because identifying them early and engaging with them throughout the processes can help you arrive at a better solution. 

The point of a kickoff meeting is to get these key stakeholders on board with you and your work early. 

An effective kickoff meeting is structured as a discussion around the insights you have after your first month with the organization. Hence, it’s important to remember that it should NOT take place immediately or impulsively. 

SteerCo Kickoff meetings require a lot of preparation, so try to schedule it during your third or fourth week. 

We will have a more detailed playbook to help you nail your SteerCo kickoff meeting, but here’s a look at your checklist for the first month: 

1. Gather More Insights and Refine the Problem 

Your first month is all about processing huge piles of information and endless iterations of interviews with stakeholders and subject matter experts. 

More insights will continue emerging, most of which shape your kickoff meeting and the overall project. Make sure to consider these insights and new perspectives to refine the problem statement and the proposed solutions for it. 

But another challenge when gathering more insights and refining the problem is how you can identify and differentiate between actual limitations and those that aren’t as important. Knowing this distinction will help you address the real issues effectively while dispelling any misconceptions. 

Another key component of this process is the interviews. 

Personally, I prefer conducting formal one-on-one interview rounds with the key SMEs and stakeholders. I do this for two reasons: 

• Get the stakeholder’s objective perspectives that they might not mention in a bigger meeting room. 

• Introduce myself and expand my footprint for future commercial purposes. I want to be able to go back to them and sell to them within a year and the interview allows me to have an early relationship with them. 

To make the interview easier, I think about what I need to ask them upfront. This helps me create a more meaningful conversation with every SME and stakeholder. I made an interview guide you can download and edit to help you get started. 

2. Select and Onboard the SteerCo 

The Steering Committee (SteerCo) is made up of stakeholders and other important people within the organization. Gaining early buy-in from these people leads to smoother project planning and execution, that’s why it’s important to make sure you have the right set of people. 

Since the SteerCo is important for buy-in, a lot of consultants make the mistake of overexpanding theirs (also known as “SteerCo Bloat”). Having too many people in the SteerCo affects the efficiency and effectiveness of the kickoff and overall project execution. 

With too many decision makers on board, the project is at risk of delays, increased conflict, communication overload, and resource drain. 

What I do to avoid this is ensure that the team is lean, focused, and only limited to the critical stakeholders needed for strategic oversight, decision-making, and political landscape. 

Go back to your stakeholder map and ask yourself these questions: 

• Which of these people are the important decision makers? 

• Which of them has the power to block a decision? 

• Which of these people influence the political landscape, regardless of their actual vote? 

These are good questions to start narrowing down your SteerCo list. 

Once you have the shortlist, talk to the client again and ask for feedback. Show them the problem statement you made during the first week, evaluate the weight of each stakeholder’s decision, and narrow down the SteerCo list even further until you have the right number of people. 

Only then can you start engaging with the SteerCo’s team. By your second week with the client, you need to start scheduling one-on-one meetings or exchanging emails with the SteerCo members or their team.  

During those meetings, you need to listen to these people and gauge their reaction:

• Are they on board?

• Do they care about the project? 

If the answer is no or not sure for either of these questions, you might need to pay special attention to these people. 

3. Draft and Edit the Kickoff Deck 

Consultants are used to creating decks, but creating one for the SteerCo meeting still takes me a while. 

I try to build it as quickly as possible, so it helps having a PowerPoint template to use every time I work with a new client. This template serves as the backbone of your kickoff meeting, ensuring all necessary information is included and presented clearly. 

My template reduced the time that I needed to build the actual deck that I use. It allowed me to focus on the content of the presentation itself rather than stressing out on what the deck will look like.  

Once I have the draft of the presentation, I “shop the deck” or preview the executive summary of it to SteerCo members who might not be on board yet. 

I do this because I want to suss out what they might say during the meeting – if they’re going to yell at me, at least it’s behind closed doors first and I can still consider their opinions as I revise the deck. 

You can also share the deck with other stakeholders ahead of time so you can get some feedback. This iterative process helps refine the deck, ensuring it aligns with their expectations and addresses their concerns. 

4. Prepare Your Client and Executive Sponsor 

This is another crucial point of the SteerCo prep – rehearsing the deck with the client. 

Either you’re preparing the client to lead the SteerCo meeting or you’re doing it yourself. My preference is to let them lead the meeting because I want them to be the superstar, but some clients also want the consultant to do it for better objectivity. 

As you show the deck to the client, you also need to be clear about who’s covering what in the meeting. Tell them about points in the presentation that need to be surfaced to the SteerCo so they can focus on those points. 

You also need to meet the executive sponsor and ensure they’re also informed and prepared for the meeting and anything related to the project. 

5. Host the SteerCo Kickoff Meeting 

Much like other meetings, kickoff meetings also require a structured agenda to keep everyone’s focus and ensure that no important topic is left off. 

There’s a list of talking points in the downloadable kickoff deck, but generally, I structure the meeting in three sections: sharing the problem statement, discussing emerging insights, and brainstorming about how the problem will be solved. 

When hosting a kickoff meeting, be careful of grievances and negative sentiments that might be opened up. They might be helpful in some cases, but they shouldn’t dominate the initial discussions. 

Focusing too much on grievances creates a negative and tense atmosphere that might hinder collaboration in the future. 

I always do my best to set a positive tone right off the bat. Actively listening to concerns is one thing, but I also steer the conversation towards constructive solutions and future goals before things get heated.  

6. Follow Up and Align on the Next Steps 

Finishing the kickoff meeting is a huge load off your shoulders, but don’t let your guard down yet. 

Follow-up is always important, so I make sure to ask the client for feedback and adjustments on our approach. I want to understand what worked, what didn’t work, and if we played the politics right. I want to gut-check my read on the people in the room and plan my next steps. 

Tools for Success 

To streamline your process, feel free to download these templates and edit them as you need: 

Five Whys Framework

What It Is: A framework from McKinsey that allows consultants to dig deep and find the root cause of the problem. It uses the deceptive method of asking why. 

How You Can Use It: Start with the problem statement and ask why it’s happening or why it’s an issue. By the third or fourth question, you or the interviewee starts thinking more objectively about the problem, leading you to its root cause. 

How It Looks Like: 

SCI Framework

What It Is: This one-page framework makes it easy to define the problem statement. It lays out the components of the problem by identifying the situation, complication, and the implication. 

How You Can Use It: Fill in the three columns of the framework to identify a simple problem statement. Situation is the baseline understanding of the issue, Complication is the description of why it’s hard, and Implication is about building the case for change or solution. 

How It Looks Like: 

Stakeholder Map

What It Is: The stakeholder map serves as a database of stakeholders, describing their role and organizational placement. It’s also useful as a method to triage stakeholder engagement so consultants may easily track connections and see motivations. 

How You Can Use It: Use this document to understand why and which stakeholders are critical to the success of the project. Organize each of them into four different types, detailing why they matter and how you can engage with them. This allows you to find the priority engagements. 

How It Looks Like: 

Interview Guide

What It Is: An interview guide is just that – a guide to navigate a conversation with a client to obtain information and perspective on the problem you’re solving. 

How You Can Use It: Use this document to structure conversations with clients. It’s meant to be a guide – not a hard and fast list of questions. You may ask all questions, you may ask some, and you may ask questions in a different order. 

The idea is to have a starting point structure and let the conversation flow. At the conclusion of the conversation, review the guide to ensure you’ve gathered the information you need. 

How It Looks Like: 

Kickoff Deck Template

What It Is: This deck is designed for a 90-minute, cross-functional executive steering committee kickoff meeting. As the consultant, your role is to guide the discussion and actively listen to gain a deeper understanding of the executive perspectives and factors. These insights might contribute to the problem or inform your solution. 

How You Can Use It: This presentation already includes a fully structured storyline with customizable slides. For each slide, you will find a template and a guide with recommended objectives, talk track, and client engagement instructions. Make sure to remove each guide page before presenting. 

How It Looks Like: 

Remember, the path to success is paved with continuous learning and embracing fresh perspectives.

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