It’s an important project. It is integral to the success of your growing business and you are smart enough to know the skills needed do not exist within your business and you need help.  So how do you insure finding the right consultant, with the correct expertise and whose efforts will accomplish the project and produce a measurable return on the cost (an ROI)?
 
How do you go about tackling this challenge?   Here are the steps you should take to gets the results you are seeking.
      
Start with being introspective and asking – What’s the end game? What specifically must be accomplished? How well does this outsider need to understand your business or the culture of your organization? Do you want someone who is offering a cookie cutter approach, or do you need a custom-designed approach?
      
Once you have answered these questions take a sheet of paper and outline the goals, both the quantifiable (remember you want to be able to measure an ROI) and qualitative measures of a successful outcome. Build a timeline for the project. Appoint a Champion (ideally it should be you) for the project, who will work closely with the consultant be able to share all needed information, answer their questions, know the importance of the project and the goals and understands the project’s (cost of the consultant) budget.
 
Now that you know the specific skills and expertise you are seeking from the consultant you can zero in on hiring the right consultant.
      
So who’s your ideal consultant? Certainly technical skills and business experience are important but what about more intangible qualities, like personality and interpersonal skills which are needed to get the best results? Even if you are a small business you should prepare a list of tough questions and ask each of the consultants you are considering to respond. Make sure to ask them about their scope of services that will be applied to your project, the expected timeline and their fees.  Consultants are used to responding to “RFPs” (Request for Proposals).  You will immediately know from these responses the effort put in- did they do some research or ask questions before responding or did they give you broad answers.  The consultant’s response to your RFP tells you more than most people think and it should help you identify some of the harder to measure intangible traits.
 
Once you have narrowed down your list from the submitted RFPs, familiarize yourself with each consultant’s background and do telephone interviews.  Understand an interview of a consultant is much different than a potential employee.  With the consultant just focus on whether they possess everything needed (tangible technical skills and intangible traits) to accomplish your project and achieve your desired results. That should be your complete focus!
 
At this stage you should have your list down to no more than three consultants.  All are qualified and in your opinion could do the job.  If you favor one consultant over the others, then you should interview your favorite. Keeping the others in reserve, in case your favorite does not perform well (see upcoming steps below).
 
Since all the consultants are qualified at this stage, you are now looking for the very best fit (beyond just the project).  Qualities like work style, approach, values, professional demeanor, asking and listening skills, how they fit your business and everyone, from your team to your board/investors. Ask yourself if you are on the same wavelength with this consultant.
 
Keep in mind what you are thinking and feeling about this consultant is a good predictor of what your team and others will experience.
 
If you think you have your consultant, you need to share any remaining issues and challenges about your business and the project that to date you’ve chosen not to – like cultural idiosyncrasies, individual performance and why this project is critical to your business. A good consultant will be very attentive and will ask tough, probing questions (another confirmation you have the right consultant). Answer the questions candidly and be willing to say, “I don’t know.”  A good consultant will coach and counsel to get as much clarity as possible.
 
Since your project involves an area that is weak or lacking in your business, you should see the more positive signs of expertise and working style, confirming that this consultant is the right one.  A good consultant knows their job is to help you clearly express the project and help you focus the assignment.
 
As you continue to talk mutually agree on the intended outcomes and measures of success for the consultation and make any changes to the initial proposal. Now is also the time to lay out your mutual expectations on timeliness, meetings, coordination of logistics, modes of communication, payment etc. Co-plan the first steps together and have the consultant forward a Scope of Services Agreement to be used as the engagement document.
 
Now that you have picked the right consultant, to get the best results you will likely have to change your management style.  You will need to give the consultant access to your team and all involved in this project and stay out of the way; that means giving up some control (this is harder for some, than others). You will need to respect the desire for confidentiality, that individual comments made to the consultant will not be revealed.  Being the Champion of the project is making sure the consultant has the freedom to do the job to the best of their ability.
 
As the business leader you should always be open to hearing feedback you might not want or like.  You’re probably working the best you can and care deeply about your business and team. Nonetheless, there’s always room for improvement.  If you have given the consultant the freedom and comfort to do the job to the best of their ability then be open to hearing things that may make you uncomfortable, understanding that often the real learning and business growth comes when it isn’t comfortable.
 
Listen to the consultant’s feedback, positive and constructive, with an open mind, based on the mutual trust you have developed through all the steps above.  This is also part of the ROI on the hiring of the consultant.
 
A successful consulting engagement depends on the commitment to follow through and be accountable for results, not only by the consultant, but by you too. Bringing in an consultant raises everyone’s expectations that some changes are going to happen.
 
If you keep these questions and answers at the forefront of your work with your consultant, you’ll be able to stay on track with your goals and be sure to maximize your results when working with an outside consultant.
 
Ps- Thank you to all who have written me at my e-mail below. Some have been old friends who it is always good to hear from, while many others have been business owners seeking some coaching, counsel or answers to their business questions.  While the volume makes it hard to respond to all the business questions I am getting, I wanted all to know that I gladly respond without any obligation (I mention this because some e-mails have started with “Don’t respond if there is any cost”).  So please continue to send your questions.
 
My sons and I formed “The Lamont Group” to coach individuals and consult with organizations and thus far simply from word of mouth (and hopefully reputation), we have all the business we can handle.
 
Thank you for the continued feedback on my columns.  I had wonderful mentors and worked with terrific people the last 30 years so I am enjoying sharing business wisdom.
 
My thanks go to Robert Garcia and Shaun Lumachi, co-publishers of lbpost.com, for providing such a fine forum for Long Beach news, opinion and informative discourse.