DISCUSSION BOARD
What discoveries have you made in your research and how does this information inform your ability to evaluate effective coaching and its impact on organizations?
Consider these guiding questions:
What core concepts have you internalized about coaching? How will these concepts facilitate your approach in a developmental/coaching relationship?
What values have you identified in the profession of organizational and executive coaching that you can use as the basis for integration of your faith?
How can effective coaching impact the strategic outcomes of an organizations leadership and therefore the organization itself?
What key concepts can you articulate in managing the coaching relationship(s) that appear necessary in an effective coaching encounter?
Your thread must be 600750 words. Cite sources, including the course texts and scholarly sources, and include a reference list in current APA format.
Hunt & Weintraub: ch. 6-7
Underhill et al.: chs. 56
https://learn.liberty.edu/bbcswebdav/pid-41649828-dt-content-rid-495786078_1/courses/BUSI755_B02_202040/BUSI755_LUO_8wk_MASTER_ImportedContent_20190417083617/Presentations/Busi%20755%20Module%203%20Presentation-%20How%20Do%20You%20know%20It%20Works/res/html5.html
Define the various assessment types while analyzing their methodology.
Identify organizational factors that impact the selection of various assessment tools.
Differentiate between normative and descriptive instruments.
Select assessments to be used for specific types of coaching.
Understand concepts of organizational setting and situation.
Volume 6, Issue 1 | Summer 2018
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
Volume 6, Issue 1 | Summer 2018
Table of Contents
From the Editor
Dr. Diane M. Wiater
ii
Article Abstracts iii
Integrating a Biblical Perspective in the Professional Consulting Practice of
Return on Investment (ROI)
Cynthia Gavin
1
Isnt the Holy Spirit Enough?: The Case for Churches and Ministry Leaders to
Hire a Professional Consultant
John Plastow
10
Rediscovering the Basics for an Employer of Choice
John Lanier
18
The Role of Ethics in 21st Century Organizations
Natacha Dolson
31
The Impact of Organizational Development (OD) Methodology on Leadership
Training: A More Intentional Consulting Approach Article Title Article Title
Kathleen Cabler
37
Managing Organizational Culture and Design During Succession
Marcelle Davis and Natacha Dolson
45
Church Consultants
Karen Cress
55
Leadership Coaching a Cross-cultural Exploration
Amy Olson and Sim Cheok (Janice) Tan
65
Bringing Your Offering: Strengthening the Talent Table
Kelly Whelan
74
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
The Relationship of Coaching ROI to Biblical Kingdom Living
Thomas Anderson II
87
Using Coaching Skills to Lead
Cathy Alford and Kim Cantrell
102
Coaching for Performance: The Art of Coaching Distant Professionals
Sonya Rogers and John Hargadon
108
Coaching in the Workplace
Mark Tompkins
115
Biblical Approach to Coaching Leaders
Erika Laos, Joshua Torres and Robert Wilson Jr.
123
Organizational Coaching: Reaffirming the Classical Approach to Change
Thomas Anderson II
131
The Impact of Leadership Development Using Coaching
Cynthia Gavin
137
Absence of Diversity at the Leadership Level
Marcelle Davis
148
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018.
2018 School of Business & Leadership, Regent University
ISSN 1930-806X | Virginia Beach, Va. USA
Volume 6, Issue 1 | Summer 2018
Editorial Board
The Journal of Practical Consulting (JPC) is a technical-refereed publication designed to provide
an online forum for dialogue, dissemination, exploration, and examination of innovative insights,
practical applications, and emerging trends, tools, and techniques in the world of consulting. The
multidisciplinary nature of JPC empowers consulting practitioners, leaders, educators, and other
professionals to network across disciplines and gain a well-rounded perspective that promotes
success in the consulting environments of today and of the future.
Editorial Staff
Dr. Diane Wiater
Editor
Regent University
Ms. Julia Mattera
Production Editor
Regent University
Editorial Review Board Members
Dr. Irene C. Briggs
Lone Star College-Tomball
Dr. Lena Maslennikova
North Greenville University
Dr. Alphronzo Moseley
College of Leadership and
Corporate Operations (FDIC)
Dr. Shauna E. Tonkin
Pacific Aviation Museum
Pearl Harbor
Melanie Bedogne, MBA
Independent Consultant
Web Production Staff
Ms. Myrnalyn Castillo
Web Production
Regent University
Views and opinions expressed in the articles published in the Journal of Practical Consulting (JPC) represent each
author’s research and viewpoint and do not necessarily represent JPC or its sponsors. JPC and its sponsors make no
representations about the accuracy of the information contained in published manuscripts and disclaims any and all
responsibility or liability resulting from the information contained in the JPC.
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
From the Editor
Diane M. Wiater, Ph.D.
Regent University
his edition of the JPC contains articles from the Regent University School of Business
& Leadership Roundtables for 2017 and 2018. All articles published were accepted for
presentation in the Consulting and Coaching Roundtable with the topics of improving
ROI and what works for our clients. Consulting and coaching are professions that often
work in partnership, if consulting is the left foot, then coaching is the right. These
professions step together for improving organization, leader and individual performance. Make
no mistake, I firmly see and stand on the distinctions they are two different professions. I also
recognize they work in tandem and are both necessary for improving organizations.
As the JPC gives voice to ideas that forward our understanding and practices as consultants and
coaches, we do so with the motivation that as professionals we desire to serve people in
organizations. Consulting and coaching are multi-billion-dollar professions. The trust our clients
place in us is not to be taken lightly. As coaches and consultants, we need to stay informed of what
works and to sharpen our skill and competencies in bringing value to our clients. In our quest as
servant leaders who steward the responsibilities of serving others to improve their organization
and individual performance, these articles are presented.
As always, I hope these articles strengthen our learning and provoke continued development of
our knowledge and skills as consultants and coaches.
T
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
Volume 6, Issue 1 | Summer 2018
Article Abstracts
Integrating a Biblical Perspective in the Professional Consulting Practice of Return on
Investment (ROI)
Cynthia Gavin
Return-on-Investment (ROI), in the most basic terms, is a decision-process. The objective is to render a
decision about the amount of investment one must allocate up front in hopes of making a larger return later
(McKnight, 2010). Consequently, when total returns exceed total costs, the ROI metric is positive (Business
Encyclopedia, 2015). Although not a perfect process, leaders can use one of three models when applying
the concept. The first model considers the consultants decision-making process related to capturing new
billable work or authorizing overhead dollars to improve in-house needs. In this model, the preponderance
of the assessment focuses on the upfront investment. The second model, often experienced when
government agencies receive grant funding and the decision-making process is not predominantly
influenced by money, the concept shifts to assessing the returns or the importance of the outcomes or
products. The third model, based on a Biblical perspective, considers the work within the context of the
consultant-client relationship, as this aspect is paramount to achieving project success. This model suggests
when Christian leaders evaluate ROI based on motive, trust, partnership, and elements that denote being
yoked together for an extended period, financial assessments become supportive to the overall decision-
making process. Consequently, leaders will gain more clarity about their clients expected returns within
a larger more meaningful context; and, it is this dynamic that is likely to proffer a more trusting and
productive relationship.
Isnt the Holy Spirit Enough?: The Case for Churches and Ministry Leaders to Hire a
Professional Consultant
John Plastow
Businesses and non-profit organizations understand the value of hiring consultants to provide analysis of
their enterprises, develop leadership strategies, and help implement change initiatives that will provide a
realistic opportunity for the organizations long-term sustainability. They have embraced the potential
benefits of looking beyond their in-house talent to experts in the needed fields. While some churches have
begun to use consultants, as a whole they are late adopters of this practice, often stating that church leaders
should be able to discover solutions to challenges merely by listening to God. This article agrees the Holy
Spirit should have a major influence as ministry leaders chart the course a church should follow, but it will
posit that it is wise to seek the input of many counselors and that the most qualified consultant for any
church is someone who has been called to ministry and is experienced in local church ministry.
iv
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2018 Regent University School of Business & Leadership
ISSN 1930-806X
Rediscovering the Basics for an Employer of Choice
John Lanier
Leaders must develop expertise in executing by proxy to accomplish scale. These skills are acquired by
experimenting with options available for the business model, tempered by the dynamics of the ecosystem
in which the business competes. The people who leaders empower to derive results form a fraternity of
stewardship in transforming strategy into results. Attracting, retaining, and motivating talented people to
whom such empowerment is vested must be a continual leadership priority. While people are complex
machines, leaders too often over-complicate the interpersonal dynamic. Revisiting some axiomatic
principles within a practical organizational architecture may prove useful for institutionalizing
competitively comparative employer of choice credentials.
The Role of Ethics in 21st Century Organizations
Natacha Dolson
In todays global business world many organizations have turned to unethical practices in order to maintain
the organizations and continue to be competitive. An example can be found in the lawsuit of the City of
Los Angeles against Wells Fargo that began in May 2015. The city alleges that the bank has set
unreasonable sales expectations of employees, therefore, causing them to turn to unethical practices to meet
quotas (Whitehouse, 2015). These actions have caused an adverse effect on the employees and community
in addition to creating a negative view of Wells Fargo. However, Wells Fargo is not alone in these unethical
practices. It has unfortunately become a norm in todays business world. But, can businesses be fruitful and
ethical at the same time and if so, how? This article will address the importance of creating and maintaining
ethical practices and recommendations in pursuing the establishment of an ethical organization.
The Impact of Organizational Development (OD) Methodology on Leadership Training: A
More Intentional Consulting Approach
Kathleen Cabler
An effective means of influencing positive change in organizations, the Organizational Development
(OD) methodology on leadership training can help business leaders employ effective assessment
strategies and focus on the important rather than the urgent in addressing organizational challenges.
Focused on exploring the underlying needs of their clients, OD consultants help define the real issues and
root causes of their clients concerns. OD Consultants who systematically engage their clients with these
strategies while also gaining trust can develop long term successful relationships that impact positively
over time.
Managing Organizational Culture and Design During Succession
Marcelle Davis and Natacha Dolson
An organizations culture and design are central to who the organization is, what they do, and how they do
it. They offer consistency and expectations for employees and set the standards for output. Essentially, they
are critical to not only the operations of the company but also their success. Change is inevitable and a part
of growth, learning, and success. Through the course of an organizations existence, it will undergo changes
in culture, design, and leadership. The strength of the current culture and design will determine the
organizations ability to maneuver successfully through the changes they are or will undergo. However,
when leadership itself changes, it is imperative that part of the succession planning involve safeguarding
the key components of the current culture and design, while slowly implementing intended changes.
Without proper planning and implementation, employees will begin to feel insecure and unstable which
could influence the overall well-being of the company. It is, therefore, important for strategic teams to
v
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
understand the importance of culture and design, the impact a succession can have on the organization, and
develop a plan to manage these factors during succession either planned or unplanned.
Church Consultants
Karen Cress
Church consulting began centuries ago but has become somewhat lax on several issues. This article will
clarify the definition of church consulting by first reviewing the history of church consulting, followed by
developing a clear definition. The article will then turn to skills and competencies needed for such a career
in church consulting, concluding with a review of options for church consultant certification including
secular business certification, finishing with some action steps church consultants can take to instill integrity
for authentic, credible consulting.
Leadership Coaching: A Cross-cultural Exploration
Amy Olson and Sim Cheok (Janice) Tan
Many questions arise for the aspiring leadership coach. This article explores common questions
particularly concerning potential growth, understanding, and measuring coaching value, identifying
opportunities and challenges in the coaching industry, as well as the importance of having coaching
experience, certification, and credentialing. The authors interviewed coaches from both Malaysia and
North America to assess commonalities and differences. The results indicate there are diversified
perspectives on coaching standards and practices within each country. The coaching profession has many
opportunities as well as challenges. Emerging coaches should place emphasis on experience and
knowledge, as coaching clients tend to place more importance on the coaches experience, knowledge,
and the value they obtain from the coaching activities when seeking a qualified coach.
Bringing Your Offering: Strengthening the Talent Table
Kelly Whelan
The Masters hand fashioned each of us with a unique set of talents to assist in building the Kingdom. This
paper explores the benefits of a relational covenant between the organization, individual, and professional
coach coupled with the Clifton StrengthsFinder assessment as organizations put their greatest asset, their
people, to work. When strengths are uncovered and mobilized, it bridges the gap between our worldly work
and Gods handy-work, creating a breeding ground for increased engagement and collaborative
relationships. As individuals and organizations embrace and encourage strengths, they empower, energize,
and maximize the workforce. Strengths development allows contributors to bring their best offering to the
talent table, crafting a purposeful competitive advantage and an opportunity to generate a healthy bottom
line; managing performance by design rather than default.
The Relationship of Coaching ROI to Biblical Kingdom Living
Thomas Anderson II
Academic literature argues against financial ROI as the sole metric for coaching effectiveness, in favor of
well-validated, distal organizational and individual outcomes (Grover and Furnham, 2016; Wright, 2015;
Grant 2012; Theeboom, Beersma and van Vianen, 2014). Two years of research on the links between
coaching, and distal organizational outcomes, emphasizing engagement, well-being and work-life balance,
carries deep implications for the kingdom impact of coaching in the marketplace. Workplace coaching has
the potential to deliver organizational outcomes such as increased workplace engagement (Arakawa &
Greenberg, 2007), decreased stress (Gyllensten & Palmer, 2005), and increased well-being (Grant, 2012);
and individual outcomes such as increased performance, coping, and well-being (Hawksley, 2007; Bell,
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Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
Rajendran and Theiler, 2012; Theeboom, Beersma & van Vianen, 2014). Academic literature holds strong
implications for workplace coaching and presents the opportunity to examine how coaching impacts well-
being to facilitate biblical kingdom living.
This research paper not only carries significant implications for organizational coaches, corporate decision
makers, and HR directors to justify the common costs of coaching interventions; it also carries implications
for marketplace ministry and ultimately for biblical kingdom living.
Using Coaching Skills to Lead
Cathy Alford and Kim Cantrell
As the profession of coaching grows, so does the need for the use of coaching skills by those who lead in
organizations, communities and life. Recognizing that all leaders will not desire coach certification or in-
depth training, the authors believe teaching coaching skills to improve efficiencies and conversations is a
necessity. Toward this cause, as Executive Coaches, the authors teach coaching skills to leaders as a part
of the Emerging Leaders Coaching Experience as well as using the InDiCom Coaching Model from the
book, Coaching for Commitment, to students in the Masters of Organizational Leadership at Columbus
State University in Columbus, GA. Research shows the use of internal and external coaches brings value
to organizations. If the process of coaching is valued, then the authors believe the use of coaching skills
should be used by all leaders and not just those who are certified or credentialed as a life profession.
Coaching for Performance: The Art of Coaching Distant Professionals
Sonya Rogers and John Hargadon
Coaching is about improving performance. Coaching online faculty provides two unique challenges for the
prospective coach: the individuals being coached are all highly educated, and all are located at a distance.
It is proposed that coaching this unique group of individuals in this distinct context will require combining
effective, service-focused leadership, with multiple coaching approaches. Servant leadership requires a
focus on the follower, which is an approach favored by the highly educated faculty member, as it
demonstrates a level of respect that has been earned through academic achievement. Additionally, these
educators value coaching that comes from those above them on the organizational chart, as well as peers
who have shared experiences. The relational focus of the Christian Scriptures provides a nice template for
those who follow Jesus, who demonstrated the ability to listen intently, foster critical thinking, and teach
in multiple settings all of which are important for distant faculty members
Coaching in the Workplace
Mark Tompkins
The purpose of this article is to recognize the need of coaching skills within the workplace. In reviewing
the approaches to coaching formats and implementing coaching processes organizations will find that
coachees will experience noticeable growth, more confidence, focus, and self-worth. The underlying value
will be organizations using some forms of coaching are more likely to experience higher employee
retention.
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Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018
2018 Regent University School of Business & Leadership
ISSN 1930-806X
Biblical Approach to Coaching Leaders
Erika Laos, Joshua Torres and Robert Wilson Jr.
This article aims to highlight the advantages of integrating biblical perspectives and professional practices
of the leader through coaching. The three basic biblical principles this article explores are faith, truth, and
perseverance anchored in the biblical accounts of James. The integration of these three practical teachings
adds value to the coaching profession while it fosters the establishment of deep-rooted and trusting
relationships. These biblical concepts provide insight, understanding, and solutions for coaching
practitioners in order to develop the leader to enhance relationships within the organization providing
foundational competencies which improve the leaders performance in all areas of life. Trusting
relationships are an innate necessity for leaders to partake in any endeavor throughout their personal or
professional life.
Organizational Coaching: Reaffirming the Classical Perspective on Organizational Change
Thomas Anderson II
This submission is part one in a series of articles that explores and discusses relationships between coaching,
organizational change and strategic leadership. The first article will explore the link between organization-
wide coaching and organizational change, with special focus devoted to how the nature of organizational
coaching reaffirms the classical/traditional perspective on organizational change. The second article will
examine how organizational coaching initiatives integrate with the principles and practice of strategic
leadership and organizational change. The second article will examine how organizational coaching
initiatives (and coaching competencies) integrate with the principles and practice of strategic leadership
and organizational change. The relationships will be examined on micro and macro levels by evaluating
alignment between requirements for the implementation of a successfully organizational coaching
initiative, and the outcomes of organizational change and strategic leadership. The third article will examine
specific cases where organizational coaching initiatives were implemented within organizational contexts
and evaluate the effectiveness of the initiatives. Initiatives will be evaluated based on how well the coaching
initiative served the clients goals and furthered the objective of strategic leadership, and to what extent it
reaffirmed the original suppositions of organizational change and facilitated a healthy balance between
leadership and management principles.
The Impact of Leadership Development Using Coaching
Cynthia Gavin
Organizational leaders must be clear about the value different leadership development options afford and
the likely impact of each. As such, this paper will address three different leadership development options
self-directed, management-prompted, and coaching and then specify the likely return on investment
organizational leaders can expect. In addition, it will go into greater detail regarding how leadership
development programs that include coaching bring value to the individual and the organization, provided
organizations are ready to align their program with business strategies, human resource initiatives, and
client commitment.
Absence of Diversity at the Leadership Level
Marcelle Davis
The purpose of this paper is to present information that supports the value and impact of diversity
at all levels in an organization that would create a pipeline that, if leveraged, will lead to diversity
at the leadership level. The paper seeks to examine the concept of why, if diversity is so valuable,
is it not utilized at the leadership level in most organizations. It examines current research and
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2018 Regent University School of Business & Leadership
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opinions relevant to the importance of diversity and inclusion in an organization and the benefits
of having diversity in the workforce. The paper goes on to outline why diversity and inclusion are
important tools in todays multi-generational, multi-ethnic, multi-skilled workforce. Simply put,
its value lies in the fact that it breeds creativity and innovation and prevents groupthink.
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018, pp. 1-9.
2018 School of Business & Leadership, Regent University
ISSN 1930-806X | Virginia Beach, Va. USA
Integrating a Biblical Perspective in the Professional
Consulting Practice of Return on Investment (ROI)
Cynthia S. Gavin
CSG Insights, LLC
Return-on-Investment (ROI), in the most basic terms, is a decision-process. The objective is to
render a decision about the amount of investment one must allocate up front in hopes of making a
larger return later (McKnight, 2010). Consequently, when total returns exceed total costs, the ROI
metric is positive (Business Encyclopedia, 2015). Although not a perfect process, leaders can use
one of three models when applying the concept. The first model considers the consultants
decision-making process related to capturing new billable work or authorizing overhead dollars to
improve in-house needs. In this model, the preponderance of the assessment focuses on the upfront
investment. The second model, often experienced when government agencies receive grant
funding and the decision-making process is not predominantly influenced by money, the concept
shifts to assessing the returns or the importance of the outcomes or products. The third model,
based on a Biblical perspective, considers the work within the context of the consultant-client
relationship, as this aspect is paramount to achieving project success. This model suggests when
Christian leaders evaluate ROI based on motive, trust, partnership, and elements that denote being
yoked together for an extended period, financial assessments become supportive to the overall
decision-making process. Consequently, leaders will gain more clarity about their clients
expected returns within a larger more meaningful context; and, it is this dynamic that is likely to
proffer a more trusting and productive relationship.
consulting practice is comprised of offerings that come in the form of leaders skills and
competencies that provide a service, develop a product, or shape a strategic initiative
(Sukhraj, 2016). As such, companies are likely to hire consultants when they do not
possess the in-house resources to address their needs or when they desire an external perspective
(Greiner & Poulfelt, 2005). However, these offerings by themselves are not enough to entice
clients to select a consultant. What is needed is a partnership-oriented relationship that is focused
on deriving a valuable-based return (Dingus & Milovic, 2016).
Yet, to be successful, a consultant must possess specific character traits to achieve this dynamic.
For example, consultants must possess emotional intelligence, flexibility, and insight; embody
A
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Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018, pp. 1-9.
2018 School of Business & Leadership, Regent University
ISSN 1930-806X | Virginia Beach, Va. USA
business acumen to ensure profitability; and be highly proficient in project management, so as to
make adjustments on the fly and still stay within scope, cost, and schedule ((Cabrera & Unruh
(2012) and Wysocki (2014)). Part and parcel to being a successful consultant is a thorough
understanding of and ability to assess return on investment (ROI) for both themselves and for their
clients.
ROI, in the most basic terms, is a decision-process. The objective is to render a decision about the
amount of investment one must allocate up front in hopes of making a larger return later (e.g., 5%
investment for a 18% profit) (McKnight, 2010). Consequently, when total returns exceed total
costs, net gains are positive and the ROI metric is positive (Business Encyclopedia, 2015). Yet,
thinking about ROI only in terms of money is lacking, as the measure itself does not account for
risk, value, or future opportunity, nor does it assess the most important element in the consulting-
client relationshiptrust.
In addition, the ROI concept takes on different meaning for each type of end usersole proprietor,
mid-cap for-profit corporation, or research and development firm. It also takes on different
meaning depending on which side of the table you sit onconsultant or client. Thus, the focus of
this paper will be to expound on the ROI concept as well as introduce how integrating a Biblical
perspective into the ROI concept expands its meaning and enables a more collaborative and
productive consulting-client interaction.
The Consultant ROI Model
As part of a consulting practice, ROI assessment is particularly helpful when considering whether
to engage in a new business venture, project, or partnership as well as when considering the
appropriate expenditure of overhead dollars intended to improve an internal business process. Most
commonly, consultants apply a ROI decision-making process to calculate the level of effort those
in the organization must expend to (1) put together a proposal and (2) to conduct the work, if won.
The Australian Queensland Government (2017) uses a deliberate process, whereby leaders
progress through a series of ROI gates. Initial gates typically involve a strengths, weaknesses,
opportunities, and threats (SWOT) assessment. Mid-level reviews involve greater analysis
regarding financial parameters (e.g., potential win amount) and technical contracting parameters
such as period of performance, contract type, work location, equipment, overhead expenses, and
other aspects that influence the financial bottom line (McKnight, 2010). Depending on the type of
anticipated win (e.g., becoming an accepted vendor on an Indefinite Delivery Indefinite Quality
contract vehicle, or, achieving an actual Task Order win to perform the stated work) and the size
of the upfront investment, leaders will determine the number of gates and level of detail they need
to render a decision to fully commit or not. The objective of the ROI process is to lessen an
organizations risk by providing decision-makers greater clarity before they obligate their
resources (Zareba, 2014). See Figure 1 below.
JOURNAL OF PRACTICAL CONSULTING | 3 |
Gavin
Journal of Practical Consulting, Vol. 6 Iss. 1, Summer 2018, pp. 1-9.
2018 School of Business & Leadership, Regent University
ISSN 1930-806X | Virginia Beach, Va. USA
Figure 1. Typical Consultant ROI Process
In some organizations, the ROI concept is simpler. Leaders merely consider practical matters such
ascan we do the work; can we create something of value with the amount of money the client
has to spend; would we be pleased to ha
