I have been a consultant for over 15 years.  Prior to that, I was someone who would hire and work with consultants from time to time.  When I made the transition from in-house “expert” to one who provided expertise from the outside – I considered long and hard what kind of consultant I wanted to be – and what consultants I most preferred to work with.

I have found that the best consulting outcomes are with people who you come to trust – whether you approach it as an “insider” or “outsider”.  You hire a consultant for their expertise and knowledge – and once you hire them, you build a trust that gives you confidence in the advice and guidance they are giving you.  Trust and chemistry are very important. Therefore, getting to know each other is important — and so is the consultant getting to know your organization.

The process of hiring a consultant can be challenging.  Often there is an initial conversation. You might prepare an RFP – or you might request a proposal from the consultant.  That written proposal provides you the opportunity to explore the consultant’s knowledge of the subject matter and insight into how they will approach your project.  Then there is the interview – frequently including members of your board and reference checks.  This is where you glimpse a little bit more about the consultant and how well you might work with her/him/them.  Frequently, you may seek a consultant you have heard about and you might even have had occasion to meet in other settings, which gives you a bit more of an understanding of how the relationship may work.  The process may not be ideal – what is?  But it is a process through which you ultimately decide. 

I have found the best consulting experience is when mutual expectations are discussed and the process for meeting those expectations are well understood.  Depending on the project – we usually like to have regular meetings where we check in.  Those are particularly useful in fundraising consultations.  Strategic plans or governance work often requires quite a bit of information and data gathering – so the initial work is in reviewing and analyzing the data – though “check-ins” to validate findings or discuss differences is usually helpful.

It is essential that the consultant is told all the information surrounding the work they are doing.  At Danosky & Associates our practice is to state the confidential nature of the relationship right in our proposal.  We do that so that you have full assurance that any and all proprietary information will remain that way. Sometimes we’ve had clients who have not shared relevant information or we inadvertently learn of something after the fact.  Share information confidently, knowing that your consultant is a trusted advisor and a valuable partner – a partner who is on your side.

I do think if you hire and trust your consultant – it’s also wise to take their consultation.  Occasionally, we run into an instance where someone argues against what we are recommending or expects a different process.  Questions, discussions and open dialogue are absolutely part of the process.  It’s important to remember, though, that you chose to hire this consultant not for their personality, but because of their knowledge and expertise.  Most consultants have amassed significant knowledge and also have years of experience on the specific subject matter you are addressing.  What they are advising is not based on their personal preference – but what the evidence, best practices and professional experience has shown.   

Bottom line – the consulting relationship is a partnership.  When it works well – it works really well and can be so energizing and rewarding for everyone.