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10 Critical Questions to Ask Before Hiring a Consultant


Talk to as many consultants as you can before hiring one. Even if you have one person or firm in mind, interview at least a few others as a sort of due diligence. You'll probably find that each interview helps you focus on the issues you're hiring a consult to help resolve.

1. Most consultants focus on two areas: cutting costs and raising revenues. What do you see as the relationship between the two functions? Which do you do better?

Cost cutting is the consultant's usual expertise. It's what most companies need. Most of these hired outside consultants to take an objective look at organizational charts, value-adding processes and competitive environments. "We spend a lot of time talking to a company's customers, so we understand what they like and don't like," one consultant says. "What does the customer value? Is it time? Is it quality? We define that." What this means is that a company can cut jobs and still not touch on one non-value-added activity or add value to the customer.

2. What was your professional experience before you became a consultant?

Ultimately, you should want any consultant you use to have a strong bottom-line sensibility. You want this person-or team-to focus on the things that will add the greatest amount of value to your company in the shortest amount of time. This kind of thinking doesn't come naturally to many people. It usually demands two kinds of experience: as a chief executive officer or as a corporate turnaround specialist. A consultant who has this kind of experience has dealt with strict cost controls, high-pressure scrutiny and the need for quick results. These are the same traits you should look for in anyone giving you expert advice.

3. How many professionals work with you or at your firm?

Business consultants fall essentially into two categories: Solo-practitioners and team players. The differences between the two usually involve the type of work they take. Most of the time, the soloists deal with less-specific, strategic or vision-related issues; the teams get into more tightly focused number crunching. Less-specific functions tend to take less time (sometimes as little as one day); the more specific take more. One of these functions isn't better or worse than the other. The trap to beware: The marketing soloist who claims he or she can also review all of your accounting.

4. Will you sign a letter of confidentiality? Will you refrain from working for our competitors?

Ask all consultants to sign a letter of confidentiality. Some owners and managers assume that short-term strategic consultants pose less of a threat to proprietary interests than the number crunchers. Don't make that assumption. You and your staff should feel free to discuss any business subject with your consultant and trust his or her discretion. If you feel uncomfortable, you won't discuss things candidly. Your risk in these cases isn't usually that the consultant will knowingly steal proprietary in formation or material. Most are professional enough-and work in small enough markets-that reputations matter. More often, the risk involves a consultant unwittingly mentioning something. If he or she has signed a confidentiality letter, he or she will be more likely to think twice.

5. Who are some of your other clients? Who are some people and companies with whom you've worked before? Can I call them to ask about your work?

Don't be wowed by big-shot former clients. At big companies, consultants are hired in teams to tackle extremely specific projects. Just because the person in the expensive suit claims Microsoft as a former client doesn't mean he knows Bill Gates on a first-name basis. In fact, it's better if the consultant has worked with companies closer to your size and shape. They'll more likely understand your needs.

6. With how many clients do you work at one time? Do you have enough time to devote to our company to accomplish our goals? Will you return phone calls or emails the same day?

Asking other or former clients about the consultant's responsiveness and attentiveness can be helpful. As can more pointed questions of the consultant. These questions all focus on the same point: How much attention can the consultant afford to spend on your needs? The number of clients a consultant can serve well varies with the kind of service provided and client involved. But some general rules apply: You want to have same-day response to questions or problems. If you're


undertaking a major restructuring, you probably don't want your consultant working with more than two or three other clients. A caveat: Some owners and managers who've had bad experiences with overly invasive (and expensive) consultants warn that you shouldn't be the only client a consultant has.

7. Will you teach us to do this work for ourselves and become self-sufficient? How long will this take?

One common trap in using a consultant is becoming dependent on him or her. From the consultant's perspective, this may simply be good business assuring future work for himself, herself or themselves. From your perspective, it may be little better than the status you had before you had the consultant come in.

By making training part of the consultant's job, you can limit the chances of a prolonged engagement. Establish a schedule within which the consultant can accomplish his or her goals. Assign a staff person to work closely in this process-and learn everything he or she can.

8. Have you written anything-published or not-that deals with issues like the ones this company faces?

Consultants love to write about their experiences and their theories. Sometimes this can be pretty rough reading, but it will usually help you understand how the consultant sees markets and business factors that may affect you. Also, management or technical literature can be a good place to look for consultants. While the latest management guru writing for the Harvard Business Review may be beyond your needs and means, you might be able to find useful experts in trade or regional newspapers and journals.

9. How do you charge for services? Do your fees include travel time and other miscellaneous charges or are those billed separately?

There's no set standard for paying consultants: Some work on a straight-fee basis, others work for a fee plus performance bonus, a few work on a contingency basis- tied to sales increases or cost reductions. As with paying any outside contractor, your concerns should be assuring a high quality of work and containing costs within a predetermined bud get. With consultants, focusing their use as specifically as possible will help accomplish both of these ends. Also, make it clear from the beginning what incidental expenses you're willing to pay and how you'll pay them. Consultants who've worked at or for large corporations may be used to expense accounts that you aren't. Be very clear about how much you're willing to spend on the whole project or series of projects. Insist that the consultant warn you-in writing-if the project won't be completed on time and within budget.

10. What kind of documentation will you give us when the project is completed? Who will own that documentation?

Keeping a paper trail of the work a consultant does for you accomplishes several ends-all of them good. First, if the consultation has worked well, this will usually give you some forms and tools that you can use to improve some part of your performance. Second, it allows you to keep a record of the analyses made of your company and the responses you've taken. This kind of "scrap book" can be a big help when dealing with future problems or other consultants. Third, it makes clear what the consultant did-and didn't do-while working for you. If any disputes should emerge over payment or ownership or confidentiality, you'll have some support. In general, all work (including spreadsheets, computer programs, mechanical devices or literature) a consultant does for you is your property. Sometimes-especially in the cases of devices and literature-this becomes an issue. Make it clear from the beginning that you want to own everything that comes from the consultation.

Jan B. King is the former President & CEO of Merritt Publishing, a top 50 woman-owned and run business in Los Angeles and the author of Business Plans to Game Plans: A Practical System for Turning Strategies into Action (John Wiley & Sons, 2004). She has helped hundreds of businesses with her book and her ebooks, The Do-It-Yourself Business Plan Workbook, and The Do-It-Yourself Game Plan Workbook. See www.janbking.com for more information.

You have permission to publish this article electronically or in print, free of charge, as long as the byline is included. A courtesy copy of your publication would be appreciated.

janbking0191@sbcglobal.net


 

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Content Menu
  • 10 critical questions to ask before hiring a consultant

  • 10 lessons for every shoestring entrepreneur

  • 10 profit boosting tips to increase the success of your affiliate program

  • 10 reasons why companies should start doing business online

  • 10 ways for entrepreneurs to find more time

  • 11 secrets to leadership in sales

  • 11 ways to elevate your sales

  • 3 steps to turning ok sales into unbelieveable results

  • 5 tips for savvy use of your home equity line of credit

  • 6 steps to laying out your competitive strategy

  • 7 explosive strategies to maximize your google adwords campaigns

  • 7 tips for product enhancement to increase your sales

  • 8 procedures to take control of sales and marketing

  • alarming marketing trend

  • are you still broke with 10 000 people in your downline

  • army ranger reveals how to control corporate stress

  • assumptions the hidden sales killer

  • astute pricing by sales representatives can expand profit

  • a new look for business in the future

  • a power technique for boosting sales

  • a profitable growth formula for sales managers

  • a real crm strategy or just tracking customers

  • bankers in denial

  • black belt sales meeting moves

  • book summary the e myth revisited

  • boost profits dramatically with consignment sales

  • boost your business sales with credit card payment solutions

  • building an email marketing list

  • businesses should specialise not generalise

  • business after the iraqi war

  • can a sales leaseback arrangement make investing in orlando investment more safe and reliable

  • cash flow management

  • cash flow profits and the cash conversion cycle

  • celebrating successes the power of compliments

  • characteristics of high performance teams

  • coaching for success

  • commodity sales prospecting ‹¨« how to stand out from your competitors

  • communicating value

  • conducting business through b2b e marketplaces

  • confessions of a reluctant saleswoman

  • create a positive upbeat can do workforce and dazzle the customer with your caring

  • creating your internet marketing plan

  • crm for beginners customer relationship management basics

  • crm sfa that accelerates sales the sales process integration approach

  • customer service and call center outsourcing whats the buzz

  • dialogue the four dialogic principles for successful communication

  • does your business need a toll free 800 number

  • doing business online private b2b exchanges

  • domain name and web hosting hell

  • dont shoot the sales team

  • do you feel overwhelmed running a web business try this

  • do you have a picture of your customer

  • do you need a personal assistant

  • easily slash your comms costs using web conferencing

  • education and outsourcing 2 ways to improve your business

  • einstein definition of insanity

  • entrepreneurship what does it really mean

  • financial services marketing insights a marketing compass

  • finding rest for the direct sales company mom

  • first the key to successful sales

  • five dirt cheap ways to increase sales in your cleaning business

  • five strategies to strengthen your companys financial management

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  • forecasting and surviving a layoff or downsizing

  • gaining business intelligence

  • get coached

  • good bye bobby knight and all the sales managers like you

  • grants loans free credit cards and credit repair the whole truth and nothing but the truth

  • hiring and retaining good employees

  • hiring the best sales athletes

  • how to beat the 80 20 rule in sales performance part 1

  • how to beat the 80 20 rule in sales performance part 2

  • how to build a repeat client base in automobile sales

  • how to create multiple revenue streams for your home business

  • how to create your own successful and profitable affiliate program

  • how to cut duty cost and increase profit as an importer

  • how to decrease profits without really trying

  • how to define your companys sales job part 1

  • how to define your companys sales job part 2

  • how to easily increase your profits

  • how to enhance quality in your business

  • how to find an investment advisor

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  • how to get rich with network marketing

  • how to identify a problem solver

  • how to improve your management procedures usability

  • how to increase sales with automation improvements

  • how to join the 5 of internet business real money making pros regardless of the products you sell

  • how to maximize account penetration and jump start sales

  • how to maximize sales by minimizing windshield time

  • how to meet quality standards with iso 9001

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  • how to start a business plan

  • how you can learn to be a better manager

  • hunters and gatherers are you serving both their needs

  • hurdles to cross cultural business communication

  • if it was easy everybody would do it

  • if one does not do any planning one is planning to fail

  • increase sales in your home business with these 10 simple ideas

  • increase your income through international trade

  • increase your influence increase your sales

  • increase your pipeline deploying the cost effective sales team

  • increase your sales by 30 using internet collaboration networks

  • increasing sales with customer interaction points

  • index

  • industry pro interview expanding your market reach for more sales

  • internet marketing vs forex currency trading

  • introducing a mystery shopping program employees

  • investors avoid these 5 common tax mistakes

  • iso 9001 compliant program steps to build

  • is it time to hit the reset button on your sales department

  • is your business profitable

  • is your company growing fast enough for you

  • keeping your sales team motivated

  • leadership lessons for sales managers

  • leveraging open source technology

  • like it or notyoure in sales

  • lone wolf lead wolf

  • looking for a direct sales party plan company do you know what questions to ask

  • making sales online is easy isnt it

  • making sales online is easy isn t it

  • managing your business cash flow

  • maximize your home based business website sales

  • menu driven business planning

  • money management

  • multiply your sales

  • networking 101

  • network marketing book lovers guide 10 hot reads in 2005

  • no degree no problem

  • online success

  • only the weak ones quit

  • organization tips how to set up your database

  • outsourcing not just for big business

  • overcoming barriers to sales

  • overcoming sales objections for small business networks

  • overcoming small business networks sales objections

  • part 1 of 5 how pipe dreams can become realities

  • part 1 of 5 on the home business set up guide

  • part 2 of 5 how pipe dreams can become realities

  • part 2 of 5 on the home business set up guide

  • part 3 of 5 how pipe dreams can become realities

  • part 4 of 5 how pipe dreams can become realities

  • part 5 of 5 how pipe dreams can become realities

  • paypal dedication can leave your business exposed

  • phone interviews prepare to ace them

  • phone tips to get things done professional phone skills

  • planning to make a decision

  • ppc management when to give up on a loser

  • profitable growth is everyones business a book summary

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  • results of poor cross cultural awareness

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  • sales 201 learning tools of your trade

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