speaking of business; For lasting change, pick the right consultant

Q: I have gone through three consultants during the last year. None have made a lasting impact on my business. They come, do their work, leave, and no real changes take place. I want to grow my company and keep it together, not add a few more files to a desk drawer. Where am I going wrong in selecting consultants?

A: There is a very good book on the market regarding selecting a consultant titled, “High-Impact Consulting, ” by Robert H. Schaffer. Mr. Schaffer points out five fatal flaws of most management consultants:

1. Consultants often define a project’s goals in terms of their own expertise, rather than in the client’s terms, such as “reduce employee turnover. ”

2. Consultants often focus on the problem to be studied, while ignoring the client ‘s readiness to solve that problem. Most consultants wait to disclose their findings until the end of the study. Meanwhile, many months go by with a loss of some action toward resolving the company ‘s problems. Projects should encompass and focus on what a client is willing and able to do.

3. Consultants are often hired to tackle one big project. Projects should be divided into smaller tasks with rapid cycle times for quicker results.

4. Consultants often have a lack of partnership between the client and themselves. It is important for the consultant and the client to work together in full partnership.

5. Most projects make labor-intensive use of consultants, instead of leveraged use of the company’s employees. Leveraged use of your employees can teach them new skills by having then do much of the work themselves.

In summary, you need a consultant willing to discuss the following points upfront:

1. Defining goals in terms of results.

2. Matching the project to client ‘s needs.

3. Achieving rapid-cycle success.

4. Building a partnership.

5. Focusing on more results, less consultant time.

The above should help you select an appropriate consultant and make sure they have your best interest in mind. You may have found the “right ” consultant, but are you and your company ready for this particular consultant? The following is a Readiness Assessment Checklist for change and/or improvement.

* What is your company’s motivation for this project?

* What is your resource allocation commitment level?

* What are your employees’ commitment levels?

* What kinds of pressures for change exist in the company? Is the client ready for change?

* What is your company’s capacity to implement innovations and change?

* What is your company’s recent experience with consulting groups? Are your employees willing to try again with another consultant?

* Have you sharply defined project outcomes? How will you measure success?

* Do you know how quickly you must see tangible results?

* Do you have the ground rules written down for the consultant?

Q: We are looking at moving our company to Northern Colorado within the year. We want to be a good asset to your region. What sort of community-relations activities does your area expect from one of their corporate partners?

A: What we would like to see and what we get are two different things. The following are, in my opinion, community-relations efforts the region desires from businesses.

* A company must have a shared vision statement acknowledging that community issues have a direct relationship to the company and its future success.

* The chief executive should continually communicate the company’s commitment by making public speeches, writing memos to employees and taking a leadership role in the community.

* A company should allocate human and financial resources, including their senior-level management, to assist local nonprofit organizations.

* A company should have established policies and procedures for volunteerism.

Russell M. Disberger is director of business development for Aspen Business Group LLC, a management, financial and marketing consulting firm. He can be reached at (970) 396-7009.

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