ASP Forum
Getting to Know a Consultant
"We'd like to bring in a consultant to give us an independent
look at our support programs. But we don't want to spend a ton
of money and then end up with a report full of vague generalities
and recommendations about things we already know. Is there a
smarter way to get a feel for a consultant's works?"
—Robin from Rockland
Dear Robin,
I enjoy having an hour or so conversation on the phone with the
perspective client, no charge. After all, we are picking each
other. I want to be sure I have the skills and knowledge that
are necessary for the client's needs and the assignment and I
would like the client to feel comfortable with my experience, what
I know and my deliverables. It is also a time to set the proper
expectations with each other. I think references are mandatory
from respected companies and executives.
—Rick Kilton rkilton@rwkenterprises.com
RWK Enterprises, Inc.
303/823-6448
www.rwkenterprises.com
Yes. Ask specific questions about the problems you think you have.
Tell the consultant what you already know. Be precise about the
deliverables you expect. For example, if you're getting flak from
Senior Management about headcount, and you want to trim the
organization or slow the pace of your hiring, ask the consultant
where they would look and reasonably expect to find some possible
options. After all, if you already know something—why aren't
you doing it? If you don't tell the consultant in advance why some
things are not options, the consultant is likely to assume that
the reason you haven't done them is because you haven't thought of
them.
Many years ago, I was asked to do a support center assessment by
the most senior (and one widely recognized across the community as
one of the masters of the profession) support executive at a major
software company. To say that my jaw bounced off the table is a
complete understatement. "What on earth do you think that I'm going
to find that you haven't dealt with long since!?" - I asked. "I
don't know," he replied. "That's why I want you to come have a
look." I learned later that he'd had several consultants up to his
Seattle operation for the same purpose. He acknowledged that he'd
learned something from each of them.
—Mikael Blaisdell mikael@mblaisdell.com
Mikael Blaisdell & Associates
510/865-4515
www.mblaisdell.com
Most consultants provide short complimentary consultations. Take
advantage of them. If you hear nothing but platitudes during the
consultation, chances are that's what you will get in the end. Also,
check references. A wonderful question to ask is whether the client
learned anything new during the engagement.
One last thought: it may not be so bad to get a report full of
things you already know. Actually, a number of my clients hire me
specifically to get an outside confirmation that they are on the
right track...
—Françoise Tourniaire ft@ftworks.com
FT Works
650/559-9826
I'd recommend paying a prospective consultant (or two or three, if
you have several candidates) to come in for a single day of
discussions about your top issues. That isn't enough time for a
consultant to really understand your company, of course, but you'll
certainly get a sense of his creativity and problem-solving abilities.
And the consultant will get a better feel for how knowledgeable you
and your colleagues are. Consultants have a natural tendency to offer
basic textbook advice to clients who don't seem ready for anything
more challenging.
—Anonymous
[Any other advice on this question? Please send an email to
membership director Jane Farber at jfarber@asponline.com, and
we'll post your feedback.]
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