Using consultants to maximize your impact

I've been an external and internal consultant for all of my career. I've also been a consulting client. I've had some successes and some failures both as a consultant and as a client. I have learned a lot over the years and spent a considerable amount of time figuring out what works and what doesn't when it comes to consulting engagements that are successful from both the client and consultant's perspectives. Here are a few tips I'd like to offer to help you in considering when and how to use a consultant and how to set up a consulting relationship for mutual success:

1) When should I use a consultant?
Consultants are best used on specific projects with clearly defined outcomes. As humans, we sometimes know what we want but not necessarily what we need. I've seen many consulting project start with a request that doesn't really get to the root of what's needed. Although it will cost a bit more, it is often useful to work with a consultant in an exploratory phase to determine what the project goals are and how best to achieve them. This can go a long way in heading off trouble down the road.

Ideally, consultants should be used as resources to transfer knowledge into your organization. In other words, when the consultant leaves, your organization should have a bag of tricks and tools that it can use long after the consultant is gone. If you need someone to fill a skill gap for the long term or find you're using a consultant to do the same type of work over and over again, you may need to consider whether you need to hire a staff position or contract employee. It's great to establish a relationship with a consultant and use them for future projects. They know you, know your organization and the relationship and work is a known entity. However, your organization should be learning new skills with each new project, rather than having a consultant do the same type of work into infinity.

Also, attending workshops and conferences is a great way for your organization to gain skills. It's great to do this and then be more educated on how you can bring in a consultant to take what you've learned and go to the next level with it.

2) How do I set up a consulting relationship for success?

1. Define the project - understand what your goals, budget and timeframe are and what role you want the consultant to play and what project deliverables you expect. Also, provide an overview of how project deliverables will be used (e.g. reports to the board, communication to stakeholders, decision making tools, funding support) and what format will be most useful to you (e.g. a concise presentation, dynamic excel spreadsheet, written report).
2. Ask the consultant how they work - the consultant's skills are important, but so is their style. Does their personality fit with your organization's culture? Can they adeptly navigate the political and other sensitive issues that may arise? Are there any inherent conflicts of interest that should be worked through? Can they clearly articulate what they will do for you and what they expect from you as a partner in this work? What will happen if the scope of work or budget needs to change? What days and hours do they typically work and does that fit with the needs of your organization?
3. Clearly define roles and responsibilities - you will get the most out of a consulting relationship if you're willing to partner with your consultant. What do you expect from the consultant and what are you willing to bring to the table? Is there a main point of contact for the consultant? Is there a project team that will be focused on the project? If so, what is the agreement about how much of their time they can devote to the project? Is management and the board supportive of this work? Is the organization open to honest and potentially difficult feedback on what it can do to improve?

In my most successful projects, the clients and my company have set up the expectation and then worked together as true partners. I work to be sure my actions and work add value to them and expect that the client will provide me with the information, candor and internal attention required to get solid and useful work completed. Consultants really can be a valuable part of your organization - like any relationship, it takes time and attention to be sure it turns out positively for everyone involved. Best wishes.