How to work with a consultant
A cynic has described consultants as ‘those people who borrow your watch to tell you what time it is and then walk off with it’. Perhaps that used to be true. Provided that you have wisely selected a consultant to start with and that you abide by certain rules during the consultancy period, the highly specialised services of an outside adviser may well prove to be one of the best decisions you have ever made...
1. Make sure both parties understand the brief.
Having hired your consultant, you should have in place a written contract that specifies the expectations of both parties - who will do what, by when, how, and for how much. Written contracts vary in detail but, initially, the early interactions between you and your consultant should be characterised by explicit written statements. Over time, as trust develops, the relationship may continue to thrive on oral agreements. Either way, it is essential that both parties are clear on the details of such items as the objectives, resources, deadlines, costs, and so on.
2. Develop a sound working relationship.
You and your consultant are a team working together to solve a problem. Both parties should appreciate the collaborative nature of the relationship, being willing to exchange opinions and information freely and to make mutual decisions on the way. You have to be open and honest with each other.
A typical client-consultant relationship might build on the following steps:
- Agree on what aspects are to be investigated.
- Decide on what investigative methods will be used - study of reports and files, interviews, surveys, observation, research, measurement of deficits, etc.
- Select those to be involved in the project to assist the consultant.
- Advise staff of consultant involvement to allay fears of probing activities.
- Analyse the data. Work with the consultant in this analysis to see first hand what's happening and to learn the skills of data analysis.
- Have the consultant present results and make recommendations.
- Decide on what actions should be taken in response to the recommendations proposed.
3. Do not expect miracles from your consultant.
Consultants are employed to help solve an organisation’s problems. They rarely solve the problem. They have no magic wand. Change in organisations comes slowly and will depend not only on the quality of your consultant’s advice, but also on your ability to implement the advice.
Beth Fowler in 'Supervision' comments further:
"Consultants are not miracle workers. Consultants summoned to fix emergencies are at a disadvantage. Pro-active clients call consultants when opportunities for improvement exist - not when the patient is dying. Consultants' fees are better spent on preventative measures rather than damage control."
