Communication Is Necessary to Explain Contributions

The contribution of the consulting project involves the six major types of outcome measures, a confusing issue at best. The varied target audiences will need a thorough explanation of the results. A communication strategy including techniques, media, and the overall process will determine the extent to which they understand the contribution. Communicating results, particularly with business impact and ROI, can quickly become confusing for even the most sophisticated target audiences. Communication must be planned and implemented with the goal of making sure the audiences understand the full contribution.

Communication Is Necessary to Make Improvements

Because information is collected at different points during the process, the communication or feedback to the various groups that will take action is the only way adjustments can be made. Thus, the quality and timeliness of communication become critical issues for making necessary adjustments or improvements. Even after the project is completed, communication is necessary to ensure the target audience fully understands the results achieved and how the results could be enhanced in either future projects or in the current project, if it is still operational. Communication is the key to making these important adjustments at all phases of the project.

Communication Is a Sensitive Issue

Communication is one of those important issues that can cause major problems. Because the results of an intervention can be closely linked to the political issues in an organization, communication can upset some individuals while pleasing others. If certain individuals do not receive the information, or it is delivered inconsistently from one group to another, problems can quickly surface. Not only is it an understanding issue, it is also a fairness, quality, and political correctness issue to make sure communication is properly constructed and effectively delivered to all key individuals who need the information.

A Variety of Target Audiences Need Different Information

Because there are so many potential target audiences for receiving communication on the success of a consulting project, it is important for the communication to be tailored directly to their needs. A varied audience will command varied needs. Planning and effort are necessary to make sure the audience receives all of the information it needs, in the proper format, and at the proper time. A single report for all audiences may not be appropriate. The scope, size, media, and even the actual information of different types and different levels will vary significantly from one group to another, making the target audience the key to determining the appropriate communication process.

Communication Must Be Timely and Consistent

Usually, consulting results should be communicated as soon as they are known. From a practical standpoint, it may be best to delay the communication until a convenient time, such as the publication of the next client newsletter or the next general management meeting. Questions about timing must be answered. Is the audience ready for the results in light of other things that may have happened? Is it expecting results? When is the best time for having the maximum effect on the audience? Are there circumstances that dictate a change in the timing of the communication? The timing and content of the communication should be consistent with past practices. A special communication at an unusual time during the consulting intervention may provoke suspicion. Also, if a particular group, such as top management, regularly receives communication on consulting outcomes, it should continue receiving communication—even if the results are not positive. If some results are omitted, it might leave the impression that only positive results are reported.

Communication Should Be Unbiased and Modest

It is important to separate fact from fiction and accurate statements from opinions. Various audiences may accept communication from consultants with skepticism, anticipating biased opinions. Boastful statements sometimes turn off recipients, and most of the content is lost. Observable, believable facts carry far more weight than extreme or sensational claims. Although such claims may get audience attention, they often detract from the importance of the results.

Collectively, these reasons make communication a critical issue, although it is often overlooked or underestimated in consulting interventions. This chapter builds on this important issue and shows a variety of techniques for accomplishing all types of communication for various target audiences.

Analyzing the Need for Communication

Because there may be many reasons for communicating results, the rationale should be tailored to the organization on the specific project, the setting, and the unique needs. The results communicate are in three broad categories: projected results, early feedback, and complete results. Here are the eleven most common reasons.

1. To secure approval for the consulting project and allocate resources of time and money. The initial communication is in the proposal, where the anticipated results, projected ROI, or value proposition are reported to secure project approval. This communication may not have very much data but rather anticipates what is to come.
2. To stimulate desire in participants to be involved in the project. Ideally, consulting participants want to be involved in the consulting project if they have an option. Projected results will pique their interest in the project and the assignment, and show them the importance of the project.
3. To gain support for the project and its objectives. Project support is needed from a variety of groups. Projected results and early feedback is needed to build the necessary support to make the project work successfully.
4. To prepare participants for the consulting project. It is necessary for those most directly involved in the project, the consulting participants, to be prepared for assignments, roles, and responsibilities that will be required of them as they bring success to the project.
5. To secure agreement on the issues, solutions, and resources. As the project begins, it is important for all those directly involved to have some agreement and understanding of the important elements and requirements surrounding the project. Projected results and early feedback may help with this issue.
6. To enhance results throughout the project and the quality of future feedback. Early feedback is designed to show the status of the project and to influence decisions, seek support, or communicate events and expectations to the key stakeholders. In addition, it will enhance both the quality and quantity of information as stakeholders see the feedback cycle in action.
7. To drive action for improvement in the consulting project. Early feedback is designed as a process improvement tool to effect changes and improvements as the needs are uncovered and project stakeholders make suggestions. Complete results will be used to make improvements going forward and for similar projects in the future.
8. To underscore the importance of measuring results. Some individuals need to understand the importance of measurement and evaluation and see the need for having important data on different measures. Early feedback and complete results will help with this issue.
9. To show the complete results of consulting and the approach used to measure it. Perhaps the most important communication is the results: All six types of measures are communicated to the client and other appropriate individuals, so they have a full understanding of the success or shortcomings of the project. Several individuals on the client team and support staff need to understand the techniques used in measuring results. In some cases, these techniques may be transferred internally to use with other projects. In short, these individuals need to understand the soundness and theoretical framework of the process used.
10. To demonstrate accountability for client expenditures. For those individuals who fund projects, there is the need for accountability. These ultimate clients must understand the approach of the consultant or the consulting team to show value. This ensures accountability for expenditures on the project.
11. To build credibility for the consulting team, its techniques, and the finished products. Communicating a balanced set of data with recommendations will enhance the reputation of the consulting team, based on the approach taken and the results achieved.

If the reasons for communicating results are plentiful because there may be other reasons for communicating results, the list should be tailored to the project and situation.

Communication Policy Issues

Client and consulting team policy issues will influence the content medium, duration, and timing of communication. Some policies may exist; others may need to be developed. Internally, the client may have policies for communicating results as part of an overall policy on consulting projects. The consulting team may have a policy as part of the results-based approach to consulting. Seven different areas will need some attention as the policies are developed or followed.

1. What will actually be communicated? The types of information communicated throughout the consulting project must be detailed—not only the six types of data from the ROI process model, but the overall progress with consulting may be a topic of communications as well.
2. When will the data be communicated? With communications, timing is critical. If adjustments in the project need to be made, the information should be communicated quickly so that swift actions can be taken.
3. How will the information be communicated? Preferences for specific types of communication media may exist. For example, some organizations prefer to have written documents sent out as reports, while others prefer face-to-face meetings, and still others want electronic communications used as much as possible.
4. Where is the location for communication? Some prefer that the communication take place close to the consulting project, others prefer client's offices, and still others prefer the consulting team's facilities. The location can be an important issue in terms of convenience and perception.
5. Who will communicate the information? Will the consultants, an independent person, or an individual on the client team communicate the information? The person communicating must have credibility so that the information is believable.
6. Who is the target audience? Identify specific target audiences that should always receive information and others that will receive information when appropriate.
7. What specific actions are required or desired? When information is presented, in some cases no action is needed; in others, changes are desired and sometimes even required.

Collectively, these seven issues will frame the policy for communication as a whole. If a policy does not exist, perhaps it should be created.

Planning the Communication for the Entire Project

When a project is approved, the communication plan is usually developed. This details how specific information is developed and communicated to various groups and the expected actions. In addition, this plan details how the overall results will be communicated, the time frames for communication, and the appropriate groups to receive information. The client and consultant need to agree on the extent of detail in the plan. Additional information on this type of planning is provided later.

Communicating the Complete Results

The third type of plan is aimed at presenting the results of an impact study. This occurs when a major consulting project is completed, and the detailed and compete results are known. One of the major decisions is to determine who should receive the results and in what form. This is more specialized than the plan for the entire project because it involves the final study from the project. Table 15.1 shows the communication plan for a consulting project for stress reduction. Teams were experiencing high levels of stress and, through a variety of activities and job changes, stress began to diminish among the teams. The same process was made available to other teams who were experiencing similar symptoms.

Five different communication pieces were developed for different audiences. The complete report was an ROI impact study, a 75-page report that served as the historical document for the project, distributed after a live meeting with the ultimate client. It went to the client, the consulting team, and the managers of each of the teams involved in the studies. An executive summary, a much smaller document, went to some of the higher-level executives. A general interest overview and summary without the ROI calculation went to the participants. A general-interest article was developed for company publications, and a brochure was developed to show the success of the consulting project. That brochure was used in marketing the same process internally to other teams and served as additional marketing material for the consulting team. This detailed plan may be part of the overall plan for the consulting assignment but may be fine-tuned during the actual consulting process.

Understanding the Potential Audience

When approaching a particular audience, the following questions should be asked about each potential group:

• Are they interested in the project?
• Do they really want to receive the information?
• Has someone already made a commitment to provide information?
• Is the timing right for this audience?
• Are they familiar with the project?
• How do they prefer to have results communicated?
• Do they know the consultants? The consulting team?
• Are they likely to find the results threatening?
• Which medium will be most convincing to this group?

For each target audience, three actions are needed. First, the consultants should get to know and understand the target audience. Next, the consultants should find out what information is needed and why. Each group will have its own needs relative to the information desired. Some will want detailed information while others want brief information. Rely on the input from others to determine audience needs. Finally, the consultants should try to understand audience bias. Each will have a particular bias or opinion. Some will quickly support the results, whereas others may be against them or be neutral. The staff should be empathetic and try to understand differing views. With this understanding, communications can be tailored to each group. This is especially critical when the potential exists for the audience to react negatively to the results.

Basis for Selecting the Audience

A sound basis for proper audience selection is to analyze the reason for communication, as discussed in an earlier section. Table 15.2 shows common target audiences and the basis for selecting the audience.

Perhaps the most important audience is the client or client team. This group (or individual) initiates the project, reviews data, selects the consultant, and weighs the final assessment of the effectiveness of the project. Another important target audience is the top management group. This group is responsible for allocating resources to the consulting intervention and needs information to help justify expenditures and gauge the effectiveness of the efforts.

Selected groups of managers (or all managers) are also important target audiences. The support and involvement of management in the consulting process and the department's credibility are important to success. Effectively communicating project results to management can increase both support and credibility.

Communicating with the participants' team leaders or immediate managers is essential. In many cases, they must encourage participants to implement the project. Also, they often support and reinforce the objectives of the project. An appropriate return on investment improves the commitment to consulting and provides credibility for consultants.

Consulting participants need feedback on the overall success of the effort. Some individuals may not have been as successful as others in achieving the desired results. Communicating the results adds additional pressure to effectively implement the project and improve results for the future. For those achieving excellent results, the communication will serve as a reinforcement of the consulting. Communicating results to project participants is often overlooked, with the assumption that since the project is over, they do not need to be informed of its success.

Occasionally, results are communicated to encourage participation in the project. This is especially true for those projects where the participants are involved on a volunteer basis. The potential participants are important targets for communicating results.

The consulting team must receive information about project results. Whether for small projects where consultants receive a project update, or for larger projects where a complete team is involved, those who design, develop, facilitate, and implement the project must be given information on the project's effectiveness. Evaluation information is necessary, so adjustments can be made if the project is not as effective as it could be.

The support staff should receive detailed information about the process to measure results. This group provides support services to the consulting team, usually in the department where the project is conducted.

Company employees and stockholders may be less likely targets. General-interest news stories may increase employee respect. On the one hand, Goodwill and positive attitudes toward the organization may also be byproducts of communicating project results. Stockholders, on the other hand, are more interested in the return on their investment.

While Table 15.2 shows the most common target audiences, there can be others in a particular organization. For instance, management or employees could be subdivided into different departments, divisions, or even subsidiaries of the organization. The number of audiences can be large in a complex organization. At a minimum, four target audiences are always recommended: a senior management group, the consulting participants, the consulting participants' immediate manager or team leader, and the consulting team.

Management/Executive Summary

The management summary is a brief overview of the entire report, explaining the basis for the evaluation and the significant conclusions and recommendations. It is designed for individuals who are too busy to read a detailed report. It is usually written last but appears first in the report for easy access.

Background Information

The background information provides a general description of the project. If applicable, the needs assessment that led to the need for the project is summarized. The project is fully described, including the events that led to the consulting project. Other specific items necessary to provide a full description of the project are included. The extent of detailed information depends on the amount of information the audience needs.

Objectives

The objectives for the project are outlined so that the reader clearly understands desired accomplishments for the project. These are the objectives from which the different types or levels of data were collected.

Evaluation Strategy/Methodology

The evaluation strategy outlines all of the components that make up the total evaluation process. Several components of the results-based approach and the ROI methodology presented in this book are discussed in this section of the report. The specific purposes of evaluation are outlined, and the evaluation design and methodology are explained. The instruments used in data collection are also described and presented as exhibits. Any unusual issues in the evaluation design are discussed. Finally, other useful information related to the design, timing, and execution of the evaluation is included.

Data Collection, Integration, and Analysis

This section explains the methods used to collect data as outlined in earlier chapters of this book. The data collected are usually presented in the report in summary form. A section, showing how the data are integrated along different levels, is usually presented. The methods of data analysis are briefly described.

Reaction

This section details the data collected from key stakeholders, particularly the participants involved in the process, to measure the reaction to the consulting project and a level of satisfaction with various issues and parts of the process. Other input from the client group is also included to show the level of satisfaction.

Learning

This section shows a brief summary of the formal and informal measures of learning. It explains what participants have learned in the terms of new processes, skills, tasks, procedures, and practices needed to make the consulting project successful.

Application and Implementation

This section shows the success with the application of new skills and knowledge. Implementation success is addressed, including progress and/or lack of progress.

Business Impact

This section shows the business impact measures representing the business needs that initially drove the project. This shows the extent to which business performance has changed during the implementation of the consulting project.

Project Costs

Project costs are presented in this section. A summary of the costs by category is included. For example, analysis, development, implementation, and evaluation costs are recommended categories for cost presentation. The assumptions made in developing and classifying costs are discussed in this section of the report.

Return on Investment

This section shows the ROI calculation along with the benefits/cost ratio. It compares the value to what was acceptable (objective) and provides an interpretation of the calculation.

Intangible Measures

This section shows the various intangible measures directly linked to the consulting project. Intangibles are those measures not converted to monetary values and not included in the ROI calculation.

Barriers and Enablers

The various problems and obstacles affecting the success of the project are detailed and presented as barriers to implementation. Also, those factors or influences that had a positive effect on the project are included as enablers. Together, they provide insight into what can inhibit or enhance projects in the future.

Conclusions and Recommendations

This section presents conclusions based on all of the results. If appropriate, brief explanations are presented on how each conclusion was reached. A list of recommendations or changes in the project, if appropriate, is provided with brief explanations for each recommendation. It is important that the conclusions and recommendations are consistent with one another and with the findings described in the previous section.

Collectively, these components make up the major parts of a complete evaluation report, an all-important document that reflects the complete project for those individuals who need much detail. Also, it's an excellent document for knowledge sharing and management for both the client and consultant.

Organization of the Report

Table 15.3 shows the contents from a typical evaluation report for an ROI study on consulting. This specific study was conducted for a large financial institution and involved an ROI analysis on a consulting project for commercial banking. The typical report provides background information, explains the processes used, and most important, presents the results.

While this report is an effective, professional way to present ROI data, several cautions need to be followed. Since this document reports the success of a consulting project involving a group of employees, complete credit for the success must go to the participants and their immediate leaders. Their performance generated the success. Another important caution is to avoid boasting about results. Although the ROI methodology is accurate and credible, all executives do not necessarily understand it. Huge claims of success can quickly turn off an audience and interfere with the delivery of the desired message.

A final caution concerns the structure of the report. The methodology should be clearly explained, along with assumptions made in the analysis. The reader should readily see how the values were developed and how the specific steps were followed to make the process more conservative, credible, and accurate. Detailed statistical analyses should be placed in the appendix.

Meetings

Meetings are fertile opportunities for communicating project results, if used properly. All organizations have a variety of meetings and, in each, the proper context and consulting results are an important part. A few examples illustrate the variety of meetings.

Regular meetings with the first-level management group are quite common. These meetings can be an excellent forum for discussing the results achieved in a consulting project when the project relates to the group's activities. A discussion of results can be integrated into the regular meeting format.

A few organizations have initiated a periodic meeting for all members of management, in which the CEO reviews progress and discusses plans for the coming year. A few highlights of consulting project results can be integrated into the CEO's speech, showing top executive interest, commitment, and support. Consulting results are mentioned along with operating profit, new facilities and equipment, new company acquisitions, and next year's sales forecast.

Whenever a management group convenes in significant numbers, evaluate the appropriateness of communicating consulting project results.

Interim and Progress Reports

Although usually limited to large projects, a highly visible way to communicate results is through interim and routine memos and reports. Published or disseminated through e-mail on a periodic basis, they usually have several purposes:

• To inform management about the status of the project
• To communicate the interim results achieved in the consulting project
• To activate needed changes and improvements

A more subtle reason for the report is to gain additional support and commitment from the management group and to keep the project intact. This report is produced by the consulting staff and distributed to a select group of managers in the organization. Format and scope vary considerably. Common topics are as follows:

• A schedule of planned steps/activities should be an integral part of this report.
• A brief summary of reaction evaluations may be appropriate to report initial success.
• The results achieved from the consulting project should be presented in an easily understood format.
• A section that features a key support team member can be very useful, highlighting the member's efforts and involvement in consulting.
• It is important to communicate changes in people involved in planning, developing, implementing, or evaluating the project.
• A section that highlights a member of the client team can focus additional attention on results.

While the list may not be suited for every report, it represents topics that should be presented to the management group. When produced in a professional manner, the report can improve management support and commitment to the effort.

Routine Communication Tools

To reach a wide audience, consultants can use in-house publications. Whether a newsletter, magazine, newspaper, or electronic files, these types of media usually reach all employees. The information can be quite effective if communicated appropriately. The scope should be limited to general interest articles, announcements, and interviews.

Results communicated through these types of media must be significant enough to arouse general interest. For example, a story with the headline “Safety project helps produce 1 million hours without a lost-time accident” will catch the attention of many people because they may have participated in the project and can appreciate the significance of the results. Reports on the accomplishments of a group of participants may not create interest unless the audience relates to the accomplishments.

For many consulting projects, results are achieved weeks or even months after the project is completed. Participants need reinforcement from many sources. If results are communicated to a general audience, including the participant's subordinates or peers, there is additional pressure to continue the project or pursue similar ones in the future.

Stories about participants involved in consulting projects and the results they achieve create a favorable image. Employees are made aware that the company is investing time and money to improve performance and prepare for the future. This type of story provides information about projects that employees otherwise may not have known about and sometimes creates a desire to participate if given the opportunity.

General audience communication can bring recognition to project participants, particularly those who excel in some aspect of the project. When participants deliver unusual performance, public recognition can enhance their self-esteem. Many human-interest stories can come out of consulting projects. A rigorous project with difficult requirements can provide the basis for an interesting story on participants who implement the project.

In one organization, the editor of the company newsletter participated in a very demanding consulting project and wrote a stimulating article about what it was like to be a participant. The article gave the reader a tour of the entire project and its effectiveness in terms of the results achieved. It was an interesting and effective way to communicate about a challenging activity.

The benefits are many and the opportunities endless for consultants to utilize in-house publications and company-wide intranets to let others know about the success of projects.

E-mail and Electronic Media

Internal and external web pages on the Internet, company-wide intranets, and e-mail are excellent vehicles for releasing results, promoting ideas, and informing employees and other target groups of consulting results. E-mail, in particular, provides a virtually instantaneous means by which to communicate and solicit response from large numbers of people.

Project Brochures and Pamphlets

A brochure might be appropriate for projects conducted on a continuing basis, where participants have produced excellent results. It should be attractive and present a complete description of the project, with a major section devoted to results obtained with previous participants, if available. Measurable results and reactions from participants, or even direct quotes from individuals, could add spice to an otherwise dull brochure.

Case Studies

Case studies represent an effective way to communicate the results of a consulting project. Consequently, it is recommended that a few projects be developed in a case format. A typical case study describes the situation, provides appropriate background information (including the events that led to the intervention), presents the techniques and strategies used to develop the study, and highlights the key issues in the project. Case studies tell an interesting story of how the evaluation was developed and the problems and concerns identified along the way.

Case studies have many useful applications in an organization. First, they can be used in group discussions, where interested individuals can react to the material, offer different perspectives, and draw conclusions about approaches or techniques. Second, the case study can serve as a self-teaching guide for individuals trying to understand how evaluations are developed and utilized in the organization. Finally, case studies provide appropriate recognition for those involved in the actual case. More important, they recognize the participants who achieved the results, as well as the managers who allowed the participants to be involved in the project. The case study format has become one of the most effective ways to learn about consulting evaluation.

Providing Early Feedback

One of the most important reasons for collecting reaction, satisfaction, and learning data is to provide feedback, so adjustments or changes can be made throughout the consulting project. In most consulting projects, data are routinely collected and quickly communicated to a variety of groups.

As the plan shows, data are collected during the project at four specific time intervals and communicated to at least four audiences—and sometimes six. Some of these feedback sessions result in identifying specific actions that need to be taken. This process becomes comprehensive and needs to be managed in a very proactive way. The following steps are recommended for providing feedback and managing the feedback process. Many of the steps and issues follow the recommendations of Peter Block in his successful consulting book Flawless Consulting.¹

1. Communicate quickly. Whether it is good news or bad news, it is important to let individuals involved in the project have the information as soon as possible. The recommended time for providing feedback is usually a matter of days and certainly no longer than a week or two after the results are known.
2. Simplify the data. Condense data into a very understandable, concise presentation. This is not the format for detailed explanations and analysis.
3. Examine the role of the consultants and the client in the feedback situation. Sometimes the consultant is the judge, and sometimes the consultant is the jury, prosecutor, defendant, or witness. On the other hand, sometimes the client is the judge, jury, prosecutor, defendant, or witness. It is important to examine the respective roles in terms of reactions to the data and the actions that need to be taken.
4. Use negative data in a constructive way. Some of the data will show that things are not going so well, and the fault may rest with the consulting team or the client. In either case, the story basically changes from “Let's look at the success we've achieved” to “Now we know which areas to change.”
5. Use positive data in a cautious way. Positive data can be misleading and if they are communicated too enthusiastically, they may create expectations beyond what may materialize later. Positive data should be presented in a cautious way—almost in a discounting mode.
6. Choose the language of the meeting and communication very carefully. Use language that is descriptive, focused, specific, short, and simple. Avoid language that is too judgmental, macro, stereotypical, lengthy, or complex.
7. Ask the client for reactions to the data. After all, the client is the number one customer, and the client's reaction is critical since what is most important is that the client is pleased with the project.
8. Ask the client for recommendations. The client may have some very good recommendations of what needs to be changed to keep a project on track or put it back on track if it derails.
9. Use support and confrontation carefully. These two issues are not mutually exclusive. There may be times when support and confrontation are needed for the same group. The client may need support and yet be confronted for lack of improvement or sponsorship. The consulting group may be confronted on the problem areas that are developed but may need support as well.
10. React and act on the data. Weigh the different alternatives and possibilities to arrive at the adjustments and changes that will be necessary.
11. Secure agreement from all key stakeholders. This is essential to make sure everyone is willing to make adjustments and changes that seem necessary.
12. Keep the feedback process short. Don't let it become bogged down in long, drawn-out meetings or lengthy documents. If this occurs, stakeholders will avoid the process instead of being willing to participate in the future.

Following these 12 steps will help move the project forward and provide important feedback, often ensuring that adjustments are supported and made.

Presenting Impact Study Data to Senior Management

Perhaps one of the most challenging and stressful communications is presenting an impact study to the senior management team, which also serves as the ultimate client in a consulting project (they fund the project). The challenge is convincing this highly skeptical and critical group that outstanding results have been achieved (assuming they have), in a very reasonable time frame, addressing the salient points, and making sure the managers understand the process. Two particular issues can create challenges. First, if the results are very impressive, it may be difficult to make the managers believe the data. On the other hand, if the data are negative, it will be a challenge to make sure managers don't overreact to the negative results and look for someone to blame. Following are guidelines that can help make sure this process is planned and executed properly:

• Plan a face-to-face meeting with senior team members for the first one or two major impact studies. If they are unfamiliar with the complete consulting ROI process, a face-to-face meeting is necessary to make sure they understand the process. The good news is that they will probably attend the meeting because they have not seen ROI data developed for this type of project. The bad news is that it takes a lot of time, usually one hour for this presentation.
• After a group has had a face-to-face meeting with a couple of presentations, an executive summary may suffice. At this point they understand the process, so a shortened version may be appropriate.
• After the target audience is familiar with the process, a brief version may be necessary, which will involve a one- to two-page summary with charts and graphs showing all six types of measures.
• When making the initial presentation, the results should not be distributed beforehand or even during the session but saved until the end of the session. This will allow enough time to present the process and react to it before the target audience sees the actual ROI number.
• Present the process step by step, showing how the data were collected, when they were collected, who provided the data, how the data were isolated from other influences, and how they were converted to monetary values. The various assumptions, adjustments, and conservative approaches are presented along with the total cost of the project. The costs are fully loaded so that the target audience will begin to buy into the process of developing the actual ROI.
• When the data are actually presented, the results are presented step by step, starting with Level 1, moving through Level 5, and ending with the intangibles. This allows the audience to see the reaction and satisfaction, learning, application and implementation, business impact, and ROI. After some discussion on the meaning of the ROI, the intangible measures are presented. Allocate time to each level as appropriate for the audience. This helps overcome the potentially negative reactions to a very positive or negative ROI.
• Show the consequences of additional accuracy if it is an issue. The tradeoff for more accuracy and validity often means more expense. Address this issue whenever necessary, agreeing to add more data if required.
• Collect concerns, reactions, and issues for the process and make adjustments accordingly for the next presentation.

Collectively, these steps will help prepare for and present one of the most critical meetings in the consulting ROI process. Figure 15.1 shows the details of this meeting.