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By
David E. Rogers CMC, CPCM
So. You�ve
decided to hire a consultant. There are lots of great ones out
there, eager to help. How do you choose the �right� one?
What do you want to accomplish?
The
first thing is to clearly understand where you want help.
Define the project, before you start looking. Have a clear
picture of what your anticipated outcome looks like. If you
can�t narrow it down, at least have an understanding of what
it�s not.
We�ve all heard
stories about the consultant who was brought on to look at a
small problem and ended up staying around for months as the
scope of work mushroomed out of sight. This is not to suggest
that the business is shady. It�s simply a warning that if you
don�t clearly identify the project, you risk having someone else
do it for you. And, after all, it�s your money that is up for
grabs � not the consultant�s.
So, you�ve
figured out what you need help with. How do you get the �right�
consultant?
Has this consultant done something like this, before?
Use your network
of friends, business partners, trade associations, vendors and
customers. Find out if they know someone who has either helped
them or someone they know. They can help.
Hiring a
consultant is just like hiring an employee, but better. No
reasonable questions are off-limits. (And, you can fire them a
lot more easily.) Ask your contacts�
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What did they
do that was similar to what you want done?
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How successful
was the engagement?
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How was the
consultant to work with?
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Would your
contact have them back for another engagement?
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Let�s say
you can�t find someone, using your network. Where do you go,
next?
Are there clearinghouses, directories or
trade associations for consultants?
In a
word, yes. You can probably find a consultant, just by looking
in your local Yellow Pages. (If not, get a copy of regional
business-to-business Yellow Pages that contain decent listings.)
These directories are, usually, free.
If
you want more detail, consider the �bible� of consulting yellow
pages - The Directory of Management Consultants,
published by Kennedy Information (www.kennedyinfo.com).
It provides a wealth of company information and contacts broken
down by services, industries, geography and principals/chief
operating officers.
With
the growth of the Internet, a wonderful avenue for finding
consultants has developed. A simple �keyword� search of the
World Wide Web can pull up many companies and individuals to
consider.
OK,
you�ve found several potential firms for your consulting
engagement. They match your search criteria. They sound
professional, but you�ve never heard of them. How do you pick
the winner?
What about references?
There
are several associations working to maintain the reliability of
the consulting business. The Association of Management
Consulting Firms (AMCF) was first formed in 1929 to, among other
tasks, ��champion a code of professional conduct�. If you
decide to work with a �large� firm (over $1 million/year in
billings), ask about their AMCF membership status.
In
recent years, two organizations have taken a more active
approach to improving the caliber of service provided by
individual consultants. They have developed strict codes of
ethics that their members must subscribe to, in writing. The
prospective member undergoes a stringent review of previous
engagements and client interviews, as well as evaluations and
personal interviews by their Certifying Boards.
The
Institute of Management Consultants at
www.imcusa.org and the
National Bureau of Certified Consultants at
www.national-bureau.com bestow professional certifications
(CMC and CPCM, respectively) that you should ask the consultant
about. Both organizations can provide you with lists of
consulting professionals to match your needs. IMC provides a
free search
engine of its members (both CMC and non-CMC members) for
your use.
Finally, ask the prospective consultant for a list of
references. If they belong to any of the organizations listed
above, you will not be surprised with the feedback. If they
cannot provide references, you have probably learned everything
you need.
This
is not to say that you should not include a new consultant or
firm in your consideration. If you have confidence in their
ability to deliver on their proposal, give them a chance to
perform.
Problems? What
problems?
Nothing
in life is 100% guaranteed, except death and taxes � for now.
Some firms work from lengthy, highly detailed contracts. Some
work on a handshake.
You
can expect the consultant to provide you with, at the least, a
letter of intent that calls out the agreed on deliverables. It
is in the best interests of both parties to get some form of
agreement down on paper. A little documentation, now, can
prevent a sticky situation for both parties and mitigate the
inevitable finger pointing that can sour the relationship,
later.
What about insurance?
Within the consulting industry, there is the realization that
things, sometimes, do go wrong. You can expect your consultant
to be prepared to protect both parties, to a degree, should
their work prove faulty. You have insurance for your business.
So should they.
Professional Liability Insurance (known as Errors & Omissions
Insurance, in the trade) covers legal defense and settlement
costs for unintentional mistakes or omissions, committed during
the performance of services for a client, that lead the client
or third party to sue for loss or damages. Again, ask the
question.
OK, you�re ready to
make the call.
You�ve
decided you need a consultant. The problem and expected outcome
have been clearly identified. You�ve picked candidates, checked
their backgrounds, determined their certification and learned
about their insurance status. What�s next?
The �Gut Check�
The last piece is the one you have to figure out on your own and
involves the least objective view of the consultant.
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Do you
trust him or her?
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Can you,
and your organization, work with that person or firm?
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Do they
�fit� your culture or work environment?
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Are there
potential conflicts of interest that you should be aware of?
Some
consultants may be under �non-compete� agreements created in
previous employment or consulting scenarios. They should tell
you, up front, if such a situation exists. (If the consultant
is either a CMC or CPCM, the problem of disclosure of conflict
of interests is a non-issue. Their continued certification
rests on their ethical behavior.
Remember,
in this case, the only �dumb� question is the unasked one.
Are you ready for
success?
If
you�ve followed the advice presented here, you should be on your
way to a successful working engagement with a professional
consultant. Help them understand your needs and they�ll bend
over backwards to help you be successful
They should
be an extension of your vision. Keep them �in-the loop�. Talk
with them, frequently. Measure their progress and performance
on a regular basis. If you have any question concerning their
direction or focus, get together with them and review the scope
of the engagement. They thrive on questions and feedback. It
makes them know you are actively interested in their work
A good
consultant is committed to your success, first and foremost.
The bottom line is this: �If you don�t look good, they don�t
look good.�
Good luck with your
project!
The author is
the Principal of Clearwater Associates, an operations management
resource providing assistance to clients on strategic planning,
change management and process improvement. Mr. Rogers is a
Certified Management Consultant (CMC) . He can be
contacted at 703.335.9725 or by e-mail at
d_rogers@clearwater-associates.com. |
