Boost Your Consultant Engagement to Get the Outcome You Want

The decision to hire a consultant is not one arrived at easily. For starters, when a company acknowledges it does not have the time, skills, or resources internally to complete a project, it finds itself at a crossroads: either it must identify an expert firm to partner with to move the project forward or table it. This usually happens after a stalled or failed attempt or two. The company has already made an investment in the effort, and by the time it invests additional time and resources in researching and interviewing in selecting the right partner to engage with, it has increased its investment. After agreeing to a contract with the new partner, a financial commitment based on an hourly rate or project milestones achieved, the engaging company has made a big commitment to the project both emotionally and financially.

The effort supplied by the consultant before the project start is not any less. Oftentimes, consultants spend long hours preparing responses and client presentations. This is oftentimes done without a fee, with the consultancy investing a good deal of creativity, thought leadership, and project planning on their end.

For all the attention given to developing project teams, unbeatable sales strategies, and cutting-edge business negotiation techniques, great business relationships aren’t as mysterious or complicated as some want you to believe.

Having been on both sides of the table, we can tell you that, by the time the project begins, both the client and selected consultant want the same outcome from the engagement: the best product delivered at the optimal price. Everyone’s reputation depends on it. For this to happen, a relationship needs to be quickly developed that honors respect, commitment, communication, trust, appreciation, and interaction. As the relationship progresses, the cost-benefit of the agreement will be continually monitored—by both sides.

For all the attention given to developing project teams, unbeatable sales strategies, and cutting-edge business negotiation techniques, great business relationships aren’t as mysterious or complicated as some want you to believe. Tension only develops when normal relationship-building practices are overlooked or cast aside for quick wins. There is really no trick to getting your project done right, on time, and on budget. Businesspeople and their consultants are, by and large, just people. A sense of genuine humanity and accessibility are going to move your project toward satisfactory completion rather than avoidance, assumptions, and double speak. The traits that guide your relationships outside of work are actually the same you should employ to your business.

If you have engaged with a consultant before, you know what I mean. Questions like these have probably crossed your mind more than once: “Can you just move ahead without me?” “Why can’t I add these two additional items for the same price and delivery date?” “I know you haven’t heard from me in two weeks and it is 3:17 p.m., but I can I have this by 5:00 p.m. today?” “Why don’t they understand what I really want?” And the ever-present, “When aren’t they done by now?”

To obtain the most out of your relationship with your consultant, you should embrace them like a member of your team rather than an adversary or mind reader. We suggest that you adopt these actions proven to maximize your ability to work well with your consultant.

• Harmonize: From the start, reach consensus on project direction (or ambiguity), milestones, and deliverables. Document those decisions and own them.

• Navigate: Understand what you are asking for and what you did not ask for. Setting direction up front quells anxiety. If additions are asked for, recognize they are additions—potentially to the timeline and budget.

• Integrate: Introduce all parties who will be working together and define roles. Make sure everyone knows their roles, responsibilities, and deadlines.

• Streamline: As the client, establish your team’s point of contact and confirm who has ownership of review. Don’t allow miscellaneous team members to contact the consultant and then wonder why confusion has occurred or there are additional line items added to your budget. If you are going to have multiple people giving feedback, handle internal contradictions before they submitted to the consultant or set up mediation among the combined project team.

• Enable Discovery: Share documentation in a timely manner, rather than the “eleventh” hour. If your participation, documentation, feedback, or decisions are required for the consultant to move ahead, then give it. If you direct the consultant move ahead without your input because you are under water with your responsibilities, then take responsibility for additional updates to the budget and timeline.

• Engage: Communicate on a set schedule and become good, extended teammates. Provide review and revisions when asked for. Talk. Pick up the phone. Talk. Email. Talk. Text if you have to. Did we mention that you need to actually talk?

• Meet Deadlines: Acknowledge due dates and meet them. Don’t pull the covers over your head. If you miss a deadline or avoid responding to your consultant, you should be willing to adjust your expectations as to their availability, ability to improvise,  and your timeline.

• Be Transparent: Reciprocate the golden rule. Treat your consultant as you would like to be treated and expect nothing less from them.

Your ability to establish a good working relationship with your consultant is paramount to the success of your project and future of your company. Now go get going and get the outcome you desire.

Looking for help in navigating team dynamics or sticky situations? The Bulb team can help.