When consulting assignments run into difficulties, it is tempting to assume that the problem lies with the quality of the analysis, the technical recommendations, or the final deliverables.
In reality, many challenges emerge much earlier.
Over the years, I have observed that some of the most successful consulting assignments are not necessarily those with the strongest technical teams. Rather, they are the assignments that begin with a shared understanding of what is being delivered, why it matters, who needs to be involved, and how decisions will be made throughout the process.
Yet these conversations are often rushed or overlooked entirely.
The contract has been signed. The workplan has been approved. Everyone is eager to get started.
And so the project begins.
A few weeks later, however, questions start to emerge.
Was the scope interpreted in the same way by everyone involved?
Are stakeholders aligned on priorities?
Who is responsible for providing key inputs?
How will decisions be made when challenges arise?
What does success actually look like?
These may sound like simple questions, but failing to address them early can create confusion, delays, and frustration later on.
The Hidden Cost of Misalignment
One of the most common issues consultants face is discovering that different stakeholders have different expectations of the assignment.
A ministry may view the work as an opportunity to strengthen long-term systems. A donor may be focused on reporting requirements and measurable outputs. Technical teams may be looking for practical implementation guidance. All of these perspectives are valid, but they are not always aligned.
Without deliberate conversations at the start of an assignment, these differences can remain hidden until they begin to affect the work.
What initially appears to be a technical challenge is often a communication and alignment challenge.
Why Technical Expertise Is Not Enough
Many public health professionals transition into consulting because of their technical expertise.
They have experience in health systems strengthening, programme design, monitoring and evaluation, health financing, digital health, or another specialised area.
However, consulting requires more than technical knowledge.
Consultants must also manage expectations, coordinate stakeholders, clarify assumptions, identify risks, and create a shared understanding of the work ahead.
These activities may not be explicitly mentioned in the terms of reference, but they often determine whether an assignment progresses smoothly or becomes unnecessarily complicated.
The Importance of the Startup Phase
The early stages of an assignment provide an opportunity to establish a strong foundation.
This is the time to clarify objectives, confirm expectations, identify key stakeholders, review assumptions, discuss risks, and agree on ways of working.
In many cases, investing a small amount of time at the beginning can prevent much larger challenges later on.
It can help reduce misunderstandings, minimise scope creep, improve communication, and strengthen stakeholder engagement throughout the assignment.
Most importantly, it creates the conditions for better collaboration and better results.
Why Your Consulting Inception Meeting Matters
An inception meeting is more than an introduction or a review of the workplan. It is an opportunity to uncover differences in understanding before they affect delivery.
For example, a client may expect several departments to review a draft report, while the consultant has allowed for a single round of consolidated feedback. Both may believe they are following the agreed workplan. Making that difference visible early creates space to agree a realistic approach.
The value of this meeting lies in moving beyond what appears clear on paper to understand how the assignment will work in practice. It also gives the consultant and client a shared reference point to return to as the work progresses.
For those who would benefit from a structured approach, my Assignment Startup Toolkit includes an inception meeting guide, an inception report outline, and a startup checklist.
A Small Investment That Pays Off
One of the lessons I have learned over the years is that some of the most valuable conversations happen before the technical work begins.
Taking the time to align expectations, validate assumptions, and clarify responsibilities may not feel as urgent as launching activities or producing deliverables. Yet these discussions often determine whether an assignment runs smoothly or encounters avoidable challenges later on.
For consultants, particularly those early in their consulting journey, having a structured approach to these conversations can make a significant difference.
Because successful consulting assignments rarely start with a final report.
They start with clarity.
For practical tools and guidance on starting and building your public health consulting practice, explore my Public Health Consulting Resources collection.
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