• Expertise that you do not have within your organization
• Objective observations and advice – they have nothing to lose by telling you the truth
• Tried and true models and methodology that can apply to your challenge
• Experience from other industries and clients

However, bringing in a consultant at the wrong time or choosing the wrong consultant can cause problems such as:

• Employees feel threatened by the mere presence of an “outsider”
• You lose time and money because the consultant doesn’t fit in or understand your organization, business, needs
• Cookie-cutter solutions are offered to your unique challenge or aren’t really practical for your business

So, take a few steps to make a good choice by considering these items.

Determine what type of help is needed
First, determine what type of help is needed. Define those needs in terms of desired outcomes. Taking the time to think through and articulate what you’re really looking for will give you and prospective consultants a clear idea of project scope.

Determine the relationship
After you have a clear understanding of your desired outcomes, decide which type of working relationship is most appropriate. Consulting usually falls into one of three categories.

• Expert – someone with technical expertise that your organization lacks. The control will rest with the consultant who will analyze the situation and recommend approaches or solutions. The client’s role is to evaluate and implement the consultant’s product.
• Pair of Hands – playing the role of someone who does what the client has decided. The client makes the decisions and selects the methods and the consultant executes the plan.
• Collaborative – a joint undertaking in which solving a problem is not the key focus. Instead, a consultant works closely with the client to design a project or program.

Things to consider

Get referrals from business colleagues you trust. Ask for names of people they have used for similar needs and find out specifically what the results were.

Ask prospective consultants whether they have done something similar to what you need. With what result? Get the name and title of the person who hired them to do that work so you can check references if desired.

What type of “real world” experience do they have? How many similar organizations have been clients or employers? What is their educational background? What you’re looking for is a nice mix of education, consulting work and conventional experience (living with the consequences of their own work).

The individual should be professional in their appearance and behavior.

Ask yourself whether you respect this prospective consultant and can see him/her as a peer or partner. If so, put them on your “short list” and meet with them multiple times before hiring. If you either don’t respect them or see them merely as a vendor, don’t hire them.

When you have narrowed your decision to just a few prospects, it’s time to ask for a proposal. When making this request, expect to put all your cards on the table by providing more in-depth information. This could include organizational “sacred cows” and other constructs, budget details, other projects and deadlines, project time line, etc. The consultant should present a proposal that is based on achieving clear business outcomes – not just completing tasks - and should detail what resources will be needed from the client to be successful. His or her fee methodology should be clearly stated. If it’s not, ask.

Next step is to make your decision.

Getting to work
After you have selected a consultant, expect to be asked more questions during the data gathering process. While a good consultant can frame issues quickly they should resist suggesting solutions until the data gathering has been done.

It’s critical to keep communication open by keeping the consultant “in the loop.” Measure their progress and performance regularly and give them feedback. Should you have questions or concerns about their work, talk with them immediately and review the scope of the engagement.

*Article Credits

Some Tips on how to Choose a Consultant by David E. Rogers
How to Choose a Consultant by Alan Weiss
Tips on Choose a Consultant
Management Analysis & Development, Minnesota Department of Administration

Putting Your Best Foot Forward

So, you find yourself at one of those awkward times of transition when you are leaving an organization and starting anew. You’re cleaning out your desk, forwarding email, and handing over files. In fact, you’re more engaged now that you’re leaving than you have been in about two years – ironic, huh? You’re so busy that you scarcely have time to get nervous about starting a new job in a new place with new people…but you know it will come. You can anticipate the sleepless Sunday night you’ll have before your first Monday morning. At least THAT you can predict. But what about after the blur of your first day wears off and you’re really off to a new start? You’re well aware that the first two weeks of a job are the time to settle in and learn the ropes. That’s when the hiring managers find out whether they made a good decision in hiring you. It’s also when you find out – real time, real life – whether the “fit factor” that was predicted during interviewing was really valid. In other words, it’s when you make friends, feel part of the team, and become accepted by other workers…or not.

It’s time to take a few minutes off your Farewell Tour at the old place and mentally prepare to put your best foot forward. Here are a few tips to keep in mind when you start your new job.

Be friendly. When you meet someone new, offer a handshake, smile, look them in the eye and introduce yourself. Remember names. Ask questions to get conversation going and to show interest in what others do. Be a listener. Remember that first impressions go both ways, so at the end of each day, write down first impressions of new acquaintances and situations

Be flexible. So maybe you’re asked to do a few things that weren’t in the job description you saw during interviews. In fact, it’s possible that you may get stuck with the tasks that everyone else dislikes. Show that you’re mature enough to handle it. However, if it seems way off base for your role, tactfully ask your manager to help you understand how it ties to your job.

Show initiative. In the off chance that you finish a task and have some free time, don’t stand around waiting for someone to tell you what to do. Show that you’re a team player by offering to help someone with their work. Or ask your manager about getting involved in a project that interests you.

Be dependable. This may seem like a no-brainer, but in order to show that you can be counted on, show up for work on time every day and stay until quitting time. Finish your work on time. Get to meetings a little early in order to mix and mingle and meet more people. Volunteer to work late when you see that it’s needed.

Don’t fake things. If you don’t know how to do something, don’t try to fake your way through it. You’ll lose respect, which could be hard to rebuild. Instead, ask them to show you how they want it done.

Obey the rules. First learn the rules – written and unwritten. They may seem silly at first or you may see little adherence to them – but they’re there for a reason. Make your first impression good. Make friends, not enemies.

Admit your mistakes. Everyone makes mistakes – especially when they’re new to the job. If you make a mistake, admit it. It shows that you can be trusted.

Hold your ideas. Don’t try to change things right away. Keep your eyes and ears open, but your mouth closed, especially the first month. You should, however, write down your first impressions and your ideas during that first month. Many managers realize a huge benefit of having a new person in the department. They see it as a fresh set of eyes and ears, questions and challenges to the way it’s always been done.

Solve your own problems. Don’t run to someone else for things you can figure out yourself. You were hired for a reason – if you can figure it out without too much time or trouble, do it.

Find a role model. Ask the boss (or just observe) which of the workers he relies upon most and why. Assuming that the behavior and work ethic of the identified person is in line with the values and vision of the organization, this could be a good role model.