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Who Needs a Consultant?

By André Taylor

When I was a young executive in a media company, my boss hired several experienced media consultants to help our group accelerate its progress. The company had an aggressive business plan, and our goal was to quickly improve our department’s contribution to the global company’s profitability.

Each day, one of these consultants came into the office and sifted through files, made telephone calls, and compiled notes. Some members of the department shook their heads as they saw this consultant come and go. Privately they would ask: “What is this guy doing?” and “Who needs a consultant?”

My boss would often feel the need to sell us on the value of having consultants to help us reach our goals. I felt that the consultants could have helped my boss accomplish that.

As management consultants, we are occasionally challenged more by the perception our work than by the work itself. Many consultants are in the idea business, but ideas are invisible—at least initially. Consequently, some clients do not perceive our work as tangible. That puts us in the position of having to re-sell our value, along with our recommendations.

Over the years, I have worked with many enterprises, some hiring a consultant for the first time. I might have met a decision maker in a networking situation or as a result of a referral. Later the executive decides to bring me into the organization, feeling that my insights and experience can help. Great rapport develops into business opportunities. But coming into the fold as another “smart guy,” has its pitfalls.

It isn’t long before someone in the organization wonders whether a consultant is truly necessary. In the minds of some on the management team, they are clear on the organization’s problems. They consider themselves smart and knowledgeable enough—they just need someone to implement change. They may believe that they’re too busy or short of staff to do the work themselves. There are always internal critics whose view is, “This consultant is just telling us what we already know.”

The person who hired you—usually your advocate inside the company—should have a different view. Knee-deep in demanding work, he or she understands the need for outside help. Your advocate may also understand the need for you, the consultant, to study the situation, sometimes covering familiar ground. Meanwhile second-guessing your worth may continue. This situation presents unique challenges for consultants seeking to spend their time focused on advisory work and not on internal public relations campaigns.

In fact, many clients do have intimate knowledge of the challenges facing their businesses. However, they are often unable to identify what those challenges mean, where to focus resources, or how to prioritize tasks. They may not have a clear context in which to understand the depth of their business needs. Given a murky understanding of details and other distractions, they may not have the will and the confidence to implement the change necessary.

Often, problems are visible but poorly understood. Without support, the client may be unable to move forward quickly and decisively. That’s where we can help. As consultants we live and breathe focus. We analyze, educate, crystallize thinking, put things in perspective, and highlight issues that are mission critical. We also develop plans that make implementation efficient and productive. Many of us find we must also act as both therapists and business coaches. When this is done effectively, it all looks easy.

For organizations to achieve real transformation, the value of an independent perspective must be clear. Consultants provide important counsel to senior and middle management. We set the stage for organization-wide adoption of meaningful new approaches. Our clients must believe in the role of the consultant so we can provide maximum benefit. There are distinct ways that we can help our clients do this:

Don’t Feel Threatened
Understand that there are different views about the value of consulting. It’s important not to feel threatened or get defensive about perspectives on your role in advising an organization. Remain focused on doing the best work you can.

Know the Players
It is useful to identify differences in perception early. That provides you with an opportunity to address legitimate concerns and know the players that may be critical (and supportive) of the consulting process.

Be Candid
Talk frankly with your clients about ways to maximize the return on their consulting dollars. Be open about the varied views within the organization and explore how you can help your client make everyone aware of your contribution.

Provide Guidance
Your clients know their organizations, people, and politics. But your experience consulting for a variety of organizations can often give them language to help them sell their organization on your work. Don’t hesitate to offer your assistance “ghost writing” emails and memos for your client that help reinforce the progress you are making.

Minimize Project Drift
Many critics will go back to the letter of engagement or contract to review the specific deliverables of the consulting assignment. When there are questions about your value, you will be held accountable. Make sure you are doing the specific things you said you would do.

Clarify Extras
Often a consultant will perform additional work outside the scope of the original engagement. Make it clear when clients have received additional value—particularly if this has been done at a reduced fee. I like to send clients invoices with the full fee for additional work, discounted to zero, with the reason noted so they can see the market rate for any bonus work.

Remain Objective
Because it is up to the client to both understand and embrace our findings and recommendations, we can at times become disappointed during an assignment. After completing a round of insightful analysis, employing our best strategic thinking, and pointing the organization in the right direction, the client may not have the necessities to implement the plan. Don’t take it to heart.

It’s important to understand that consulting our clients about how to handle the criticism surrounding engagements is also part of every assignment. We have to help our clients believe in and defend their decisions to bring in outside help. Who needs a consultant? Frequently it’s not just the company project that needs our attention, but also the very person who hired us.

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André Taylor is an entrepreneur and a consultant. For more than twenty-five years, Taylor has been involved in enterprise management and the discipline of personal and organizational development. He’s a popular speaker on the subjects of entrepreneurship, leadership, sales, marketing, innovation, and growth. Find out more at www.andretaylor.com.