How To Hire And Use Consultants

All my past writings have revolved around leadership/management topics. 

A good CEO friend told me once that managers just don't know how to use consultants.

I've always wanted to write something about the consulting world, but didn't for obvious reasons. I was IN the game and at a different level than I am today. Although I'm still open to working with companies that are the perfect "fit", the full time activity and beating the bushes are behind me. So today, I get a chance to give you, who are responsible for finding and hiring a consultant, a view from the other side of the table from where you're sitting. This may also be helpful for those considering striking out on your own as a consultant.

I began writing this quite awhile ago and the more I wrote, the more I wanted to say. So, for now I will just hit some of the high points and withhold thousands of words that should be said, but just not this time.

First let me say that the 30+ years I spent as a consultant was the best career move I could have ever made.The lifestyle and behavior requirements fit me perfectly. I've worked with some of the most interesting, talented and amazing people around the world. I've benefited intellectually, personally, professionally and on a few occasions, even spiritually. I've even made a few life time friendships, and, if I had it over to do again, I'd make the same career decision.

Now let's begin this discussion with your opinion of consultants. Consultants are people just like you and should be treated with the same respect that you would expect.  They are advisors that come with a different prospective than you and your staff do. 

Do they want to make money? Heck ya man! They are still business people and have to make a living. But the good ones, the ones that make a difference are not in it just for the money. Like other entrepreneurs, they have a desire to fill a need and add value for their customers. The money is how they survive and continue on in the future. 

Over the years I've heard some of the most silly, nasty and demeaning comments about those who make a living in the consulting world. Here are a few stupid comments I've heard. Actually they were said to me directly or in my hearing. 

"For the money we pay consultants, I believe it's ok to insult and abuse them." (paraphrased)  Really? If you want to abuse me, the price just went up A LOT. More than you can afford. I don't need to sell my soul for a paycheck. 

"I think you look for problems so you can justify doing more work in the company." That's not only stupid, it's absurd, rude and insulting and shows the immaturity of "know it all managers." (see last posted article) 

"I don't know why we keep hiring consultants. We've spent thousands of dollars over the years and I can't see how they've helped us, at all, for the money shelled out." Now Bill Lewis, what do you think you can do for us?" My response. Probably nothing. Thanks for your time. I then proceeded to leave the room. I'm not a masochist, and again, don't need to sell my soul for a paycheck. Have I turned down opportunities to work with certain groups over the years? Absolutely and for a variety of reasons I will not go into today. 

These statements are not the norm, but they do represent the need of some to make power plays in an effort to gain the upper hand. Some are more subtle, but the intent is to control and make certain people know "their place" and it's obvious. It's a "power thing" perpetrated by insecure managers.  Being independent I can walk away from this kind of controlling authority. But sadly employees under this type of management system often can't. 

To be honest consultants are viewed by some like used car salesman. So why do consultants  get a bad wrap? I believe it's because there really are bad consultants who have ruined it for others. I can't tell you the number of people who were fired from their last job and then decided to become a consultant. Seriously? But in addition, I think organizations have a poor selection processes and unrealistic expectations. They have no clear requirements established and often there are disagreements among executives making the decisions on how a consultant or firm should be utilized. 

So, what should you look for in a consultant and how should you use them? 

A)  It's relationships first, and then success.

I've openly admitted that I'm not the smartest consultant that ever entered the business world. This is not false humility, it's fact. I don't have any special talents that a thousand other consultants don't have as well. I do think there's a big difference between "book smart" and "street smart" consultants and you need to determine what's most valuable for you. But it almost always comes down to "connection" between parties considering an engagement with each other.  When I give speeches or meet with management teams I tell them it often comes down to one thing. Someone says to themselves, "I like that guy. I think I can work with him." Or they say the opposite. You might be able to make the determination of "fit" in the first meeting, but seldom does that happen. It takes a little time.

Here's how I've handled it most of the time. When an organization agrees to consider me I spend the first 1-3 days (depending on the size) on-site of the business and go through a diagnostic process that allows me to meet and talk with a lot of people and to discover what the issues are and general communication and cultural dynamics. I do not charge for my time but do charge for all related travel expenses and insist on access to as many people as possible in the company. This approach insures that we all have some skin in the game and a chance to  really see if we like each other i.e. do we mutually think it's a fit?

B) Wanted and Needed.

Before I will commit to a long term relationship two thing MUST be present.

1. I must be wanted. 

2. I must be needed. 

I've been put in situations where one of those were present but the other wasn't. As a result, it never ends well. You should make the same consideration before hiring someone. 

These are the big considerations but there is so much more I could say because I've lived it. But for now I'll just bullet point a few more for you to think about. The list is kind like chapter titles in a book. 

> Big firms versus the little guy or mom and pop firm.

> Compensation - Bonuses for exceptional service- This is not day labor.

> Do they add value or just do the task.

> Character and ethical issues of those consultants you hire. (soooo much to discuss here)

> Never part of the family, always outsiders.

> Staying in their lanes.  Tech consultants are not always good for human behavior issues etc.

> Confidence versus arrogance.
> Trendy versus specific and useful for your company 

> Are they partners or vendors.

> The problems associated with multiple locations. 

>  Freedom to speak truth to power.

> Experience. Is she a young kid with a big firm, a retired guy who's looking for something to do, or someone with a track record inside multiple industry sectors?

 I have more but will stop for now and hope this will help you in your selection process. Would love to hear your questions or comments on this site or email me at Billrun@gmail.com 

Finish Well

The Difficulty Of Change

In just a few days, I will travel to meet with some, potentially, courageous individuals in Bulgaria. I will be spending a couple of weeks working with educators, business people, young aspiring entrepreneurs along with local government personnel. The overarching purpose of this trip is to have a positive impact on economic development and growth which will require CHANGE in each of the disciplines listed.  

I invite you to follow me during this trip by way of twitter Bill Lewis@BillLewisArksaw and Facebook

The reason I classify them as "potentially" courageous is because they have

not yet stepped over the line to commitment to change. A commitment to think and act differently. At present they are a group who are a mix of intrigued, interested  (and...even a bit excited) people. But to change, that takes courage. 

A large portion of my professional career required me to be intimately associated with change i.e. organizational change and personal/professional development. I worked at the highest levels inside business working toward improvement through a change process and then cascading those concepts and practices down through every level touching almost every employee.

I wish I could say I was 100% successful in the change process with every group I met with. But it's an undeniable fact, that was not the case. Why? I'll be the first to admit my short comings as a consultant. I can give you a list if you'd enjoy witnessing my self flogging. But the primary reason for failure of the process was the unwillingness of people to change. Here are some of the biggest reasons why people would vehemently resist change.

1.) Fear. 

     Fear of failure, criticism or judgment from others, including the boss. Fear of losing what they have now i.e. security, the known versus the unknown. Fear of challenging the "system." Fearing they may be asked to do more or something different.

2.) Satisfied with status quo.  

     It's the reason why organizations (and individuals) can never go from (as Jim Collins describes) "Good to Great."  The acceptance of "good enough" gives no incentive to change.

3.) Excessive pride or self confidence. Pomposity - Hubris.

     These characteristics manifest it's self primarily from the "Boss."  Presidents, department heads, supervisors, etc. But, I've seen it in many rank-n-file personnel as well. I never understood why top executives would ask me to come in and help them and their businesses, and then discount almost every recommended action. I'm firmly convinced it was because they were such "know it all's" and so full of themselves. Their puffed up behavior was, in many cases, the reason for the organizational disfunction to begin with. 

4.) Lack of education and training.

     Not lack of training on their job, but the lack of institutional training in problem solving, innovation, risk taking, basic economical understanding etc. 

5.) Lack of positive reinforcement. 

     When people take a risk. When people try. When they succeed at the lowliest task, we should be celebrating! I've watched people step out (sometimes for the first time) and try something new and different, waiting to see the reaction from others. What reaction did they get? Nothing! You don't have to exert a lot of effort or much money to acknowledge someones willingness to make an extra attempt. 

So, what should you do? 

A) Every leader of influence should observe the behavior of people they are responsible for.

B) They should examine the culture of the organization that may hinder organizational or individual growth.

C) They should examine themselves and their behavior. What impact do they have which promotes or discourages growth?

D) What is causing people to not step up and add value because of their unwillingness to change? 

Part of my job these coming weeks, along with my partners from Coles College of Business at Kennesaw State University, is to help this group in Bulgaria cross over the line from curious to committed to a change process. To help them find the courage to overcome. To think different and to act different in order to succeed and....

Finish Well