As someone involved in consulting for over three decades, it may
appear somewhat self serving for me to write an article regarding
whether someone should hire a consultant. In some ways it may be, but
not for the reasons that you might expect. My intent in writing this
article is not to convince anyone to use a consultant, but rather what
qualifications one should look for before considering anyone as a
consultant. In addition, since all consultants are not equal in
knowledge, expertise, or results, I have found that those "consultants"
that use the "one size fits all" method are often not consulting, but
merely trying to sell something. These individuals masquerading as
consultants often smear the image of professional consultants. This concept applies to nearly any type of endeavor, including personal matters, organizational or business concerns, or depending upon any type of sales representative, especially in service - oriented industries, such as financial planning, selecting the best real estate professional for you, etc.
A consultant should only be utilized if you have a well thought out, and considered reason for speaking to one. What is your intent in looking for a consultant? What are you hoping that a consultant can and will do for you? Therefore, the first step any individual, business or organization should do is formulate their objectives - - that is, what they wish to accomplish. What is the goal? What are the needs? What are the financial implications of either taking action, or maintaining the status quo?
True consultants do not begin with a self serving agenda, or any preconceived notion of what they will recommend. Professional consulting should always begin with an exploration stage. That means that there must be a "getting to know you" beginning, where the consultant predominantly observes and listens, and only comments when asking probing questions that might enhance the understanding. Every aspect must be reviewed before comment, because different organizations have different cultures, ethos, and missions, as well as varying financial needs and requirements. A consultant must be given the latitude to delve thoroughly in all interrelated area, and not feel pressured to agree with any presently existing attitude or behavior. An individual or organization that is unwilling to be critiqued and even criticized should not hire a consultant, because any consultant that agrees to an engagement without that kind of freedom, is certainly not a professional, and almost invariably will not offer any valuable input. Similarly, any consultant that has a tendency to lead all clients in the same direction, is not honoring the true code of a professional.
Professional consultants would far rather not take on a client than to be hindered in doing the best job possible. Organizations and their leaders must fully understand this premise before deciding whether or not to engage the services of a consultant.
A consultant should only be utilized if you have a well thought out, and considered reason for speaking to one. What is your intent in looking for a consultant? What are you hoping that a consultant can and will do for you? Therefore, the first step any individual, business or organization should do is formulate their objectives - - that is, what they wish to accomplish. What is the goal? What are the needs? What are the financial implications of either taking action, or maintaining the status quo?
True consultants do not begin with a self serving agenda, or any preconceived notion of what they will recommend. Professional consulting should always begin with an exploration stage. That means that there must be a "getting to know you" beginning, where the consultant predominantly observes and listens, and only comments when asking probing questions that might enhance the understanding. Every aspect must be reviewed before comment, because different organizations have different cultures, ethos, and missions, as well as varying financial needs and requirements. A consultant must be given the latitude to delve thoroughly in all interrelated area, and not feel pressured to agree with any presently existing attitude or behavior. An individual or organization that is unwilling to be critiqued and even criticized should not hire a consultant, because any consultant that agrees to an engagement without that kind of freedom, is certainly not a professional, and almost invariably will not offer any valuable input. Similarly, any consultant that has a tendency to lead all clients in the same direction, is not honoring the true code of a professional.
Professional consultants would far rather not take on a client than to be hindered in doing the best job possible. Organizations and their leaders must fully understand this premise before deciding whether or not to engage the services of a consultant.
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