Why would I hire a consultant? Have you ever asked yourself that question or perhaps had a conversation with another person about it? It's not an unreasonable question, is it? Certainly, I can't be the only business leader who doesn't see the value of bringing an outsider into my company to tell me about all that is wrong or perhaps how to run things "better", can I?
In reality, this is a great question because it should trigger a detailed, thoughtful search for the answer—complete with all the "pros and
cons," "goods and bads," and "pluses and minuses" of looking for a resource that will add value to the business.
Perhaps the final answer is that it makes no sense to pay someone to do what we should be able to do internally. On the other hand, perhaps the answer is that we really don't have the time or talent to address those things that need to be addressed, and an additional resource could add tremendous value.
The challenge comes in objectively searching for the answer, with the clear and unrestricted goal of finding the right answer rather than simply completing a cursory analysis intended to justify why we don't need to "go outside for help."
Recognising that, in certain scenarios, engaging an external resource may not be the optimal solution, whilst in others, it is unequivocally the correct course of action. How do we objectively ascertain the appropriate path?
It is evident that engaging a consultant does not inherently assure a miraculous resolution to every challenge. Nevertheless, securing the appropriate consultant can yield numerous advantages for a business, including a fresh perspective, an impartial assessment of the circumstances, or a candid and direct analysis of the company's available options. My extensive experience has consistently demonstrated that the contribution of an 'outsider' can be invaluable, not solely in monetary terms but also through the profound insights an individual can introduce to the organisation.
Therefore, what criteria define the ideal consultant? This aspect often represents the most challenging phase of the decision-making process.
Evidently, the consultant must possess strong communication skills, demonstrate requisite expertise and a pertinent background in the area of focus, establish effective rapport with the internal team they will collaborate with, and command the resources necessary to fully implement any identified solution. It is crucial to acknowledge that certain members of the internal team may perceive the consultant as a potential threat and may exhibit reluctance to cooperate, particularly in the initial stages. Management's capacity to swiftly identify and address these 'resistors' will profoundly influence the ultimate success of the engagement.
Engaging a consultant does not constitute an admission of inadequacy or a censure of the personnel within the organisation. Rather, it is an acknowledgement that an 'outside-looking-in' perspective can offer immense value, illuminating areas ripe for enhancement.
In practice, consultants rarely resolve issues in isolation. An effective solution necessitates a collaborative endeavour from all stakeholders – the consultant,
management, and employees. When all parties are aligned with a distinct objective and operate cohesively towards a specific aim, optimal solutions frequently emerge organically.
For full transparency, I am a consultant, and I hold a firm conviction that the appropriate consultant, operating within the correct environment and with adequate support, can significantly enhance the value of any business. Before embarking on my consulting career, I engaged numerous consultants, many of which proved to be an utter waste of time and capital. Conversely, there were those who delivered exceptional value to our company. What distinguishes successful engagements from those that yielded suboptimal results? It fundamentally comes down to a clear comprehension of the rationale behind the consultant's engagement, the identification of pragmatic and attainable objectives, and the establishment of a mutually agreed-upon course of action.
Returning to the initial query – 'Why would I engage a consultant?' Perhaps the answer lies in its being the optimal response to a different question: 'How can we enhance our business in the most effective and efficient manner, considering our internal resources, ongoing initiatives, and available capital?'
