A consultant is someone with specific knowledge or expertise that an organization needs for a defined purpose or period of time. With continued activity in downsizings and reorganizations, businesses need to fill some of the knowledge gaps with flex talent, such as consultants.
Due to the investment of dollars that a consultant represents, it is necessary to take the time to plan carefully for maximum results and with minimal misunderstandings.
Here are some guidelines to support a successful consulting engagement:
- Be clear about why you need a consultant in the first place, and what he or she is expected to accomplish.
- Is this need for a defined result, such as managing a project to completion? Or is it for advisement and counsel? What kind of knowledge or expertise will be required?
Will the results be tangible and/or measurable? How will you know if the process or assignment is successful? These issues need to be thought through in order to identify the right person and have a clear understanding of the objectives up front.
- Choose the right person for the role. Since consulting is a trusted relationship, consultants are rarely selected from the yellow pages. Most consultants already know or were referred to the decision-maker, or have a well-known reputation and track record. Credentials are important, but the ability to understand the real needs of the business and get results is as – or more -critical.
Because consultants are frequently in a position to see the inner workings of an organization, and are privy to sensitive information, they must be regarded as highly ethical and trustworthy to maintain confidentiality and to serve the best interests of the organization.
- Have a written agreement that spells out specifics. This will include the purpose of the role, specific objectives, deliverables, length of assignment, how each party is responsible to the other, as well as fees, and how they will be paid.
Due to situational uniqueness, these issues may need to be co-created and negotiated for clear understanding and expectations by and for each party. Particularly in the case of non-tangible consulting such as advisement or relationship-driven work, there needs to be some kind of defined criteria in order to evaluate whether or not the consultant is providing the expected value.
- Have a designated person or liaison to whom the consultant is responsible. This person will be a resource, primary point of contact, and evaluator of the consultant. He or she will need to have a clearly defined, yet reasonable form of feedback from the consultant on a regular basis.
Overly detailed reports (i.e.: recording all phone calls, emails or other routine administrative tasks) are generally not necessary or recommended. They imply mistrust of the consultant and can detract the focus from the larger goal of results.
- Communicate clearly and frequently as needed. This is a common missing link due to people being so busy, but it can make all the difference. Regular but brief meetings, supplemented with email communications of progress, changes, challenges and milestones can avoid misunderstandings and enhance the overall impact of the consulting assignment.
