One of my mentors in consulting taught me and others an approach to addressing problems for clients which he termed the “total approach to consulting.” There are two impactful stories that frame this one – the approach and how he learned it.
First, what is the approach. Address each problem holistically looking at it from all angles – what is the context, what are the end-goals, what are the short and long-term costs, who benefits and how do they benefit, what is the competitive level of the benefits as it fits in the whole, what is needed in communication, what is needed to execute the change, what is needed to administer the change, etc.?
Quite often, the last three points are afterthoughts and are key reasons changes fail to deliver. One of the things he did in his reports and presentations is have sections on these subjects so the client knew what they entailed. And, what it cost. Sometimes changes are too burdensome to administer, so options should be considered.
Second, how he learned of this approach. On the last day of an internal seminar, when everyone is checking flights and airport shuttle arrangements, a fairly round man who I will call Paul got up to speak about this concept he had been using called – the total approach to consulting. No one was listening.
After about ten minutes of a fidgety and bored audience, Paul stepped away from the podium and slammed his hand on the top waking everyone up. He said very loudly, “Look at me. No one hires me for the way I look! This stuff works and if you want to make a difference, you might want to pay attention.” The audience was rapt from that moment forward.
He taught them the total approach and one other important lesson. Read the room. If the room is not with you, then you better change the paradigm. Slamming the podium and drawing attention to his looks as an obstacle got their attention.
Reading the room is why I always wanted to be present with the client, even if we had a colleague on the phone. If the client was not getting it, I could see that first-hand, and metaphorically bang my hand on the podium. Read the room – even the best advice needs attentive listeners.
musingsofanoldfart 
Brilliant stuff, Keith. Having been in such a corporate world for most of my life, I can relate to both of those 😊
Steve, thanks for offering your perspective. There is an old rule, once the most important person at the table closes up the presentation, don’t open it back up. You may “unsell” your recommendation. Keith
I’m going to remember that last one, too!
Note to Reader: Please remember, during Skye or Zoom calls, it is difficult to read the room, as everyone is multi-tasking. It is hard to see who is paying attention and who is just there because they have to be. When in person, you can look for body language clues. Who is getting the explanation and who needs more or different discussion. It is also harder for people to hide. Meetings are almost always a necessary evil, so make them as effective as possible. Be brief, change things up, and ask others to share the talking burden. You need not slap the podium to get people’s attention.
Note to Readers: Corporate employers like to emulate a benefit or compensation practice of another employer. The idea is if it worked there, it will work for our employees. In keeping with this holistic, total approach to consulting, more questions need answering.
– is it working there or are you being told it is by the people who implemented it?
– if it is working, why is it and is there any longitudinal or comparative data as to show that?
Sometimes, what works well for one company, won’t for yours -maybe that company has better systems in place or a more egalitarian management style or they can offer other things that enhance this benefit or pay practice. More digging is necessary.