Clienting 101
by David Newman
Wouldn't it be great if consultants came with an instruction manual?
The sad truth is that there are tons of books available on smart consulting strategies, yet very few on smart “clienting” strategies.
Imagine if the next consultant you hired came with an instruction manual – filled with strategies to maximize YOUR end of the relationship and to take full advantage of the huge potential value that the right consultant – brought in for the right reasons to do the right work the right way – can provide.
Well, I’ve written that instruction manual: The Manager's Pocket Guide to Using Consultants published by HRD Press. In this article, I’ll share with you some key points on:
1. When to utilize external resources – and when NOT to
2. Choosing a consultant – what to look for
3. Next practices for managing and maximizing the value of consultants
Now, I know what you’re thinking: This doesn’t smell right - a consultant telling you how to best use consultants? But I bring a unique “3-D” perspective to this topic, which I call “the art of clienting.” First, I’ve worked inside organizations as the client; I’ve also worked as a consultant myself for Fortune 100 companies; and finally, I’ve helped dozens of other consultants raise their game, get more clients, and deliver their highest value. Sitting on all three sides of the table, you learn a thing or two!
When to utilize external resources – and when NOT to
The first question you really need to answer when considering hiring a consultant is “Do I really need an external resource at all?” Here are the two basic questions to be answered when deciding whether to employ external resources on any project:
1. Are there staff members with the required background, knowledge, and skills available within the organization to undertake the project?
2. Is there a need to employ an external consultant to show the importance of the work, satisfy stakeholders, maintain objectivity (or the appearance of such), or for some other reason?
The first question relates to the availability of internal resources. When an organization lacks specific experience or expertise, it may wish to contract for that aspect of the work. In situations like this, it is wise to set up the contract so that there is some specific and measurable knowledge transfer to the internal staff by the end of the project.
For the second factor, the organization needs to consider the desired outcomes and the target audience of the project and the risks associated with using an internal versus an external resource. Staff involvement in some project tasks may bias the results (e.g., focus groups, administering a survey on client satisfaction, establishing baseline numbers for a change initiative, etc.) and for these specific tasks, an organization may wish to employ an external resource. For controversial programs where the outcome will be used as a public accountability tool, employing external resources may be necessary simply to mitigate risks and eliminate any appearance of impropriety.
Choosing a consultant – what to look for
A small sample of tips to get your thinking started:
- A consultant’s value is directly related to the ideas and answers that they bring to a business situation that others won’t, don’t, or can’t.
- Select a consultant based on their expertise, and not just their experience. A consultant may have spent her whole career in your industry doing merely average work. Is that really someone you want on your team?
- Assess personality, style, and overall fit. For example, even the most brilliant Ivy-league MBA would have a hard time making profitable changes in a tightly-controlled family business environment.
- Generate a short list on paper of all the consultants and consulting firms in the final running. And then always, always meet the consultants face to face so you can supplement your intellectual data with your intuitive reactions to them. The relationship will NOT get more comfortable as time goes on if it doesn’t feel right at the outset.
Next practices for managing and maximizing the value of consultants
- Once a consultant is in the building, consider yourself a peer consultant – not a boss, and not an employee, and not even a manager. Co-create the conditions for project success. Hint: You’ll build your own consulting skills in the process!
- Establish clear expectations at the beginning of a project – on both sides. This is crucial to the project’s ultimate success. Document as much as you can, and make sure to design the information flow for maximum openness at every step.
- Set up an initial meeting with the consultant and any steering or advisory committee members (if appropriate). Senior management is well-known for NOT liking surprises. Involve and engage them on whatever level appropriate so they have a sense of the nature and purpose of the project – and a sense of ownership of the outcomes.
- Review scope, objectives, work plan and timelines – frequently.
- Set up a two-way communication plan with your consultant and other key stakeholders for the life of the project (i.e., this refers to a feedback process for sharing updates, questions, newly uncovered information or technical data with your consultant).
- Sign a formal contract that clearly spells out exactly what is expected, and (if your consultant is smart and does NOT bill by the hour, day, or week), also experiment with putting a bonus structure in place for early completion.
- Review final products to ensure that they are consistent with your requirements and agreed upon expectations.
- Ensure all contributors are publicly recognized and personally thanked for their role in the project’s ultimate outcome. (Not just at the end of the project, but also as new data and results come in and new milestones are achieved that stemmed from the original work.)
- Debrief consultant and stakeholders and assess the outcomes in hard dollars and cents, percentages, or other metrics. You’ll look brilliant and the consultant will have a clearly documented success on her resume.
David’s latest book, The Manager's Guide to Using Consultants, will be out in 2007 from HRD Press. It's filled with practical how-to information for selecting the right consultant; maximizing the outcomes of their work; and tips for making each consultant you work with “the best employee you never had to hire.”
