For some time the job title "consultant" has seen this species rated somewhere between used car salesmen and real estate agents and even falling to the level of politicians.
At the dinner party, as the conversation around house prices fades, someone will ask "..and what do you do?" The reply doesn't include the word consultant.
Here at WRS we have a few clients with whom we have had a long ongoing relationship with and others who we have seen once and never again.
So what is it that sees long term relationships with consultants work?
In simple terms if the consultant provides the client with what they
want there is a good chance of further work. Further work then provides
an opportunity to establish something more long lasting. So long as the consultant is delivering the service as agreed to, the client will be more inclined to utilise their services again.
Consulting work sometimes has a client perceived time based imperative. Often this is not in the best interest of the client. The work is rushed it places high time demands on busy employees. The work is basically set up to fail. The consultant leaves and no is left to drive the work required to ensure the project is a success.
In work, health and safety this is often the case.
Client; "We need a WHS system developed immediately. " This may lead to a bit of a cut and paste job from the consultants library. It neither delivers a working system nor satisfies the client, employees or the consultant. The client realises the system is not working or workable. The consultant is blamed and poor reviews get around quicker than a good one.
Listen and hear.
It seems to me if the client is listened to and actually heard
there begins quality of work by the consultant. Consult (which some may
notice is a part of "CONSULTant") all the way and record what is agreed
to. Then include it in a plan of work. This then leads to Clarity of what is to be achieved and how.
In the case of the WHS System it may be that what is needed immediately is a Policy Statement including some responsibility statements to satisfy some reporting request. The development of a whole system is still required but not so urgently. From here a plan of work or project plan with objectives, responsibilities and
time frames can be developed. The plan development requires full consultation and agreement with the client.
This does not mean giving the client everything they ask for but guiding
them through the process.
Guidance
Even a straight forward Audit isn't straight forward.
If the
client has a poor understanding of the Audit criteria they may get upset
with a consulting auditor who is not explaining the criteria. Providing guidance to a client is vital. A client who understands the work being performed will be more willing to take ownership as the consultant plans their exit.
Visibility
Where will we seat the consultant? Rule 1. Do not kick someone out of their office. I have found it's much better to be sitting amongst people at a workstation. The consultant will be more approachable and gain a much improved feel of the client organisation. Rule 2. Consultant is not an employee. A consultant is usually being paid a substantial amount of money. The reason for that is they have the expertise you need and are efficient at providing it. It is not efficient if the consultant is taking frequent breaks in the tea room with staff
Maintaining a connection.
There is often a flurry of consultant activity in the beginning of a contract/project and then a more settled and routine system of consultant involvement. It's during this more manageable phase that opportunities for longer relationships become apparent. It is also the phase when a consultant mentions the longer relationship the shark reputation evolves.
To avoid the shark stick to formal relationships and the recorded plan of work. This includes an exit plan if the work has been over a long period.
So when a consultant is on your mind get it clear in your head exactly what it is you want the outcome to be. Allow the consultant to guide you but not railroad you.
