Since I have been involved in various aspects of consulting, and
the consulting industry for over three decades, I have come into contact
with many people who portray themselves as an expert in some field, who
often charge substantial consulting fees, often without delivering a
client's desired results. Part of this results from miscommunication,
where clients are uncertain as to their needs, and therefore often hire
consultants in the wrong aspects of their business. Other times,
organizations have unrealistic expectations, anticipating benefits that
are nearly unreachable. Anyone considering utilizing the services of a
consultant should first clearly identify what they perceive as their
most pressing needs, as well as clearly articulating their visions and
goals, and the mission of the organization.Without that being done, the
chances of receiving assistance, even from the finest consultant, is
extremely limited and hindered. Anyone you hire to represent you, who will receive a fee, commission or other monetary consideration, including real estate professionals, financial service representatives, sales reps, etc, should be evaluated and considered, using a mindset such as the following.
What should you be looking for in hiring a consultant, do you really need one, and what should you expect/ demand from the consultant you hire?
1. Many organizations hire consultants based on fancy presentations, promises made, and rhetoric offered. I have observed countless organizations spend substantial sums of money, time, and other resources, hiring and following the recommendations of a particular consultant. Before committing to this, an organization should ask itself what benefits it will receive from these suggestions, and how long it will take to recoup its costs. They should also consider its Return on Investment (R.O.I.) on a short- term, intermediate term, and longer term base. They should consider both the positive, as well as the negative ramifications of following these decisions.
2. What kinds of guarantees is the consultant willing to provide to the organization? When my company and I consult in the area of event/ conference planning and negotiations, we offer a guarantee. Our guarantee has been, and will always be, that we will save an organization more money that our total fee, while providing far more value for their event, and will also dramatically decrease the anxiety, angst, effort, time and other resources previously expended by the organization, while enhancing their marketing and creating a more value and event driven event. The guarantee is rather simple- if we don't do what we guarantee, we do not get paid. Do your consultants offer this type of peace of mind?
3. Don't over- depend on what some consulting organizations often pad their resumes with. Fancy jargon is not generally what is needed. For example, I have never witnessed an organization that is floundering get turned around and righted simply by addressing its governance model, yet I have often observed organizations spend an inordinate amount of time, energy and resources in those areas, seeming to expect stellar results. While certain governance models work better for some groups than others, and governance may, at times, be one area to address, until an organization reviews itself in its entirety, there is rarely any meaningful change. Seek a consultant with a big picture philosophy and approach.
When a consultant quotes a fee, ask what it includes, and for how long. How much continuous guidance, tweaking, etc., will the consultant offer? Beware of anyone who portrays himself as a consultant who offers an opinion prematurely! True and meaningful consulting only comes when a consultant is an effective listener, who asks probing questions, and communicates clearly why he suggests certain things, and what should be gained by it. A consultant must also be willing to discuss both the risks/ ramifications of acting, as well as the danger of delay (if any). Great consulting is a balancing act, and requires someone who is strong and confident enough in his ability to stand behind his services, and guarantee it in some manner.
What should you be looking for in hiring a consultant, do you really need one, and what should you expect/ demand from the consultant you hire?
1. Many organizations hire consultants based on fancy presentations, promises made, and rhetoric offered. I have observed countless organizations spend substantial sums of money, time, and other resources, hiring and following the recommendations of a particular consultant. Before committing to this, an organization should ask itself what benefits it will receive from these suggestions, and how long it will take to recoup its costs. They should also consider its Return on Investment (R.O.I.) on a short- term, intermediate term, and longer term base. They should consider both the positive, as well as the negative ramifications of following these decisions.
2. What kinds of guarantees is the consultant willing to provide to the organization? When my company and I consult in the area of event/ conference planning and negotiations, we offer a guarantee. Our guarantee has been, and will always be, that we will save an organization more money that our total fee, while providing far more value for their event, and will also dramatically decrease the anxiety, angst, effort, time and other resources previously expended by the organization, while enhancing their marketing and creating a more value and event driven event. The guarantee is rather simple- if we don't do what we guarantee, we do not get paid. Do your consultants offer this type of peace of mind?
3. Don't over- depend on what some consulting organizations often pad their resumes with. Fancy jargon is not generally what is needed. For example, I have never witnessed an organization that is floundering get turned around and righted simply by addressing its governance model, yet I have often observed organizations spend an inordinate amount of time, energy and resources in those areas, seeming to expect stellar results. While certain governance models work better for some groups than others, and governance may, at times, be one area to address, until an organization reviews itself in its entirety, there is rarely any meaningful change. Seek a consultant with a big picture philosophy and approach.
When a consultant quotes a fee, ask what it includes, and for how long. How much continuous guidance, tweaking, etc., will the consultant offer? Beware of anyone who portrays himself as a consultant who offers an opinion prematurely! True and meaningful consulting only comes when a consultant is an effective listener, who asks probing questions, and communicates clearly why he suggests certain things, and what should be gained by it. A consultant must also be willing to discuss both the risks/ ramifications of acting, as well as the danger of delay (if any). Great consulting is a balancing act, and requires someone who is strong and confident enough in his ability to stand behind his services, and guarantee it in some manner.
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