Strategies for the Intelligent Use of Consultants
By Michael Wilkinson, CMF
Managing Director, Leadership Strategies, Inc.
“I don’t like using consultants,” said the CEO. “While with some of them you actually get your money’s worth, I find that most of them get you excited about what they can do for you, but then fall far short of expectations. The last two times we were left with a big bill and a bunch of recommendations that we didn’t have a clue how to implement.”
Sound familiar? Consultants can be highly valuable. They can bring a depth of knowledge and specific skills that often can’t be found in-house. They also can bring a wealth of experience from working with other organizations facing similar challenges. As well, they can bring the dedicated resources – the extra pairs of hands and feet – needed to address a challenge or overcome a particular issue.
Yet, despite the potential benefit that consultants bring, the potential is often not realized. As characterized by the CEO above, the results can fall short of expectation. Often the failure is on the part of the consultants. They may have lacked the knowledge, the skills, the resources, or the commitment to deliver what was needed. Other times, the failure may be client-centered and due to such things as changing expectations, poor communication, or a lack of commitment on the part of the client. We have found that more times than not, failure is due to lack of agreement on the overall goal and how it will be achieved.
In our course, The Facilitative Consultant, we spend nearly one third of the class on concepts, skills, and tools for ensuring the consultant is adept at defining the client’s need, isolating problems, defining benefits, and distinguishing the “stated requirement” from the “real need”.
But to help ensure success, clients play a role by ensuring they make intelligent use of consultants. They must ensure that they are getting consultants who understand their need and have what it takes to deliver.
What are things you can do as a client to ensure you maximize the value you receive from your consultants? We recommend the following key activities.
1. First and foremost, be clear on purpose and product.
- Why are you engaging a consultant?
- What is the overall goal?
- What are the specific products or deliverables that should be created?
2. Define success.
- How will you know the consultant has been successful?
- What will you see immediately, in the short-term, and in the long-term that says the project has been a success?
3. Be explicit about the consultant’s role and your role.
- What will you do?
- What will the consultant do?
- What are the specific steps?
4. Be explicit about timing, costs, and change.
- How long will the project take?
- How much will it cost?
- How will you and the consultant handle changes in scope, timing, resources, etc.?
- What happens if the project takes longer or costs more?
5. Understand the historic critical success factors and barriers.
- What does the consultant believe are the characteristics of a good client versus a challenging client?
- When projects like this have worked in the past, why have they worked?
- When they haven’t worked in the past, what were the typical causes?
- What will the consultant and you do to ensure that this project works?
6. Gain the confidence that the consultant has the knowledge, skills, resources, and commitment to deliver.
- Who will work on the project?
- What is the knowledge, skills, and experience of the project team?
- How available is the team?
- How committed will the team be to delivering the project in the timeframe and costs defined?
7. Have the consultant prepare a proposal or statement of work that covers points 1-6.
This final step is perhaps the most important. It helps ensure that your consultant shares your understanding and commitment. Consider these activities when you engage your next consultant or facilitator as you strive for successful use of consultants.
You can learn more consulting tips in our class, The Facilitative Consultant.
Michael Wilkinson is the Managing Director of Leadership Strategies – The Facilitation Company and author of The Facilitative Consultant training course. Prior to Leadership Strategies, he spent eight years with Ernst & Young’s Management Consulting Group. You can get more tips from either of Michael’s books, The Secrets of Facilitation and The Secrets to Masterful Meetings.. You can receive a signed copy through our website.
