In the past five months or so, I have been in on-again, off-again negotiations with a prospective client to participate in fairly large-scale organizational transformation initiative. The engagement would involve coaching, mentoring, training, consulting with management, travel to interesting cities, the chance to introduce effective methods to some 1,200 people, and the opportunity to work closely with some of the top people in the field. The agreed daily rate was just sufficient to cover expenses in the pricey home city of New York and still provide nominal income. Everyone involved was enthusiastic. We signed. I started to outlay cash to arrange for housing, and purchased the initial airline ticket.
With less than 24 hours remaining until flight time, a new manager took over at the client company. He abruptly terminated the entire organizational improvement initiative and all associated contracts.
This sort of thing happens from time to time. It isn’t the sudden reversal that caught my attention. Something else about the situation piqued my curiosity. It has nothing to do with the client, although one might justifiably question their handling of the matter. It has to do with the way I arrived at the decision to accept the engagement.