How To Select A Consultant?

Many individuals represent themselves as qualified consultants. These people often represent themselves as experts in specific fields of endeavor, with special skills, knowledge and expertise that makes paying their sometimes exorbitant fee justifiable, and even a necessity. Many so called experts are simply trying to set some product, service or program that often benefits the consultant to a greater degree than the organization.

If one is searching for a consultant, I would strongly advise staying away from any consultant who insists on using a one size fits all approach. A good consultant is an effective listener, who thoroughly listens before making any recommendations or proposals. I have witnessed far too many so called consultants who made self serving recommendations that ultimately are harmful to their clients. In my three decades plus of consulting, I have worked hard to develop a reputation for always placing my clients first. I steadfastly object to those that soil the reputations of all consultants by acting in unscrupulous manners, and hurting the image of the many honorable and reputable consultants.
When considering retaining a consultant, it is essential to get recommendations from others. However, like so many other times, the individuals given for recommendations are either friends or others that are certain to only give glowing recommendations. Consultants should dedicate themselves to their clients, and serve the need of their clients.

It is the responsibility of a consultant to listen thoroughly before making any proposal. Each organization has a different ethic and culture, different needs, different financial considerations, different demographics, and different membership and leaders. Professional consultants have learned to always collect their fee up front, because otherwise it may be difficult to give an unbiased and honest opinion. After observing and listening thoroughly, a consultant must help the organization to create a risk/ reward chart, and be certain that the leadership of the organization fully understand and appreciates the complete ramifications of all actions. Consultants must also be able to explain that doing nothing is in and of itself, taking an action. I believe that a good consultant needs to explain to an organization's leadership that taking no action very often has far more dire and adverse results that even taking the wrong action. Far too many organizations do many things less than optimally. They often budget incorrectly, do not see the big picture, spends too much on certain items and too little on others, and almost universally, spends an inadequate period of time effectively training its leaders.
Many organizations can benefit from using the services of a consultant, but it must be the right consultant. Choose wisely.