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How to – Leverage Your Consultant
Posted December 16, 2011
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By Joni Daniels
If you move up the professional career ladder, there may come a time when you will have the task of bringing in someone with expertise from outside your organization. Before you start talking to external consultants, take the time to review the resumes of the people who work for you. Why spend money on expertise you already have in-house?
Assuming that you don't have the ‘bench strength' needed accomplish your goal, whether the expertise you need is technical or non-technical; success will save you time, money, and headaches. A mistake can hurt your organization and damage you reputation.
DO:
Get it in Writing
Have a document that spells out the parameters of the relationship, the timeframe for services, what will happen in the event of a problem (illness, company change of direction, staff or budget), the fee structure, expenses, payment plan, and confidentiality issues. Make sure the document is signed by both parties.
Check Them Out
Ask to see their client list, references, or review samples of their work. Do some homework to make sure you know if the way they present their experience is honest.
Know the Going Rate
Don't assume you know the market for what services cost or base your budget on what you want/hope to spend. Many people hope to hire a consultant based on what they can afford, not on what good expertise and experience actually costs in today's market. Ask around to see if the fees you are being quoted are too high or if your budget is insultingly low.
Verify That They Have Time for You
You don't expect to be the only client but you do want o make sure that when you need your consultant, they'll be responsive. Ask about their availability, their assessment of responsiveness, the number of clients they are serving currently when you want to secure their services. Ask about potential conflicts and deadlines.
Make Sure They Understand the Scope of the Project
Take time to be clear about how you see the entire scope of the project, what it might entail, what and whom it impacts, and what it could lead to or result in. Ask a lot of questions and give as much information as it takes for you to both understand all of the implications of going into business together. Worst case scenarios rarely happen, but ask about them anyway.
Introduce Them Around
Make the time to introduce the consultant to anyone they will be interacting with. People should understand why you have brought them in, the role they will play in your firm, and your expectations about how people will be interacting with one another.
It can be exciting to work with a consultant. A good one can help you see things differently and solve problems. Don't skip the critical steps at the beginning of such a pivotal relationship. Success may mean taking the time to get things right, and mean a big difference for your reputation later on.
Nationally recognized management development consultant, trainer, author and professional speaker Joni Daniels has helped thousands of people and teams become empowered about accomplishing their professional and personal goals. She is a sought after resource for Fortune 500 clients, professional organizations, higher education, and media outlets and business publications. Sign up for her free quarterly newsletter at www.jonidaniels.com/newsletter.html.
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