CONSULTANTS: TAKE A LOOK IN THE MIRROR!
by Mike Manes
A consultant's work should go to the bottom line, not the bottom shelf. Mike Manes presents a set of questions that all parties should answer before working together.
My vocation is consulting and I've outlasted Arthur Andersen. One of my avocations is being a critic and cynic of the U. S. legal system. I criticize attorneys. I tell lawyer jokes. I wrote an article titled “What's Wrong with This Picture?” that blasted lawyers and lawsuits.
One friend called to let me know that attorneys were going to take out a contract on my life. He even refused my request that he be my bodyguard. Another friend wrote me a note complimenting me on the article. I was reinforced on the righteousness of my cause.
A third friend asked me rhetorically, “Why do we need consultants?” I thought, obviously he's short sighted. Everyone should realize the value of consultants. On more calm reflection, I had to admit (one of the things consultants should do is to observe and report objectively) that what's good for the goose is good for the gander.
If I take a hard look at attorneys and what they do and if I raise questions about their value, then a sense of fairness requires me to take a look in the mirror. What do consultants do? What's their value? How do you determine if you need one?
Most of this article will do what consultants should do — ask questions. In my opinion, consultants should stimulate dialogue, debate, and thinking, then focus on the issues of importance, and finally create an environment in which the client and the stakeholders will act. A consultant's work should go to the bottom line, not the bottom shelf. The purpose of the process should be results: not activity or a report!
DISCLAIMER/DISCLOSURE:
We need both attorneys and consultants. In each profession there are good ones and bad ones. Some attorneys and consultants abuse the client. Sometimes a client invites the abuse by hiring the wrong professional for the wrong job at the wrong prices. If you want to pay for what you don't need, or can't or won't use, someone will gladly provide the service. Caveat emptor!
CONSULTANT DEFINED
- A person with a briefcase from more than 50 miles out of town.
- A man who knows 150 ways to make love, but doesn't know any women!
- Those who can, do. Those who can't, teach. Those who can't teach, consult!
Before working together, all parties involved should answer these questions from the perspectives of the client, the project, and the consultant.
QUESTIONS: THE CLIENT
- Who is the client? The Board, the CEO, management, staff, etc.
- What's the issue? A problem, an opportunity, information, change, etc.
- What's the entity's Vision, Values, Plan, objectives, etc?
- Are current results good, bad, or unclear?
- Is the entity maximizing its Return on Opportunity (ROO)?
- What are current strengths and weaknesses?
- What are current threats and opportunities?
- Why is a consultant needed?
- Why can't the existing organization do the work of the consultant?
- Will the current staff be willing/able to implement the work of the consultant?
- Who has most to gain with the introduction of a consultant?
- Who has the most to lose?
- Who will support the process?
- Who will attempt to sabotage the process?
- After the consultants leave, will their work be implemented?
- If it can be done after they leave, why can't it be done now?
- Will the benefit of the result be worth the turmoil created by the consultant?
- Will you use the plan, report, results, processes, etc. developed?
- Who “runs” the entity? The Board, the customer, marketing staff, etc.
- What will they say/do about this project?
Observation: An organization is made up of people who do things (make a product, deliver it, provide a service, etc.) All too often, we focus on the things and not on the people. Success or failure is determined more by people than by things. Your people create your culture; your processes build your things. Address culture first.
QUESTIONS: THE PROJECT
- What stakeholder specifically is requesting the project? Board, CEO, staff, etc.
- What is the specific result that this stakeholder seeks?
- Do others see the need for this project?
- Do they believe that this project will facilitate meeting that need?
- Can the need be met with existing resources? Without the consultant?
- If # 5 is yes, why isn't it being done?
- What will change with the intervention of the consultant?
- If # 5 is no, will the need be met after the consultant leaves?
- Is the problem and issue of willingness/motivation or ability/education?
- Will this project provide a solution?
- Is this project going to prove an existing person or process right?
- Is this project going to prove an existing person or process wrong?
- Can these differing results be reconciled, or will the “winner” gloat?
- Will the “loser” rebel or sabotage the solution?
- Will this create turmoil?
- Will the end result be worth the turmoil?
- Will the leadership/management stay engaged through the process?
- If not, will this leave the “inmates running the institution”?
- If leadership/management were already engaged, would the issue exist?
- Will the pain of the process be worth the pleasure of the result? (ROO)
Observation: More often than not, the “project” focuses on your processes. As a practical matter, processes are designed, developed, and operated by people. Process can be used as a tool to create success or as a weapon to assure failure — sabotage change. Evaluate proposed processes in the context of your culture.
QUESTIONS: THE CONSULTANT
- What is the culture of the consultant?
Is this culture compatible with the client? (Can a Harvard MBA work in Mamou, LA?) - What are the client's needs?
- Does the consultant have the experience, expertise, etc. to meet these needs?
- Is this project based on an issue of theory (concept)?
- Is this project based on an issue of application (process/concrete)?
- Does the consultant have the brain tissue to discuss theory?
- Does the consultant have the scar tissue to discuss concrete application?
- Does the consultant know the industry of the client?
- Does the consultant know the systems of the client and industry?
- Does the consultant know the distribution and customers of the client?
- How much real world experience does the consultant have?
- Does the consultant respect the client and the issues they face?
- Does the consultant believe that they can learn from the client?
- If no, why not? Will the consultant be contemptuous of the client?
- Will the client respect or be intimidated by the consultants and their expertise?
- Will the client cooperate with the consultant or sabotage the process?
- Is the consultant a “right fit” for the client and their culture?
- What's the project worth? Are you willing to pay this to solve the problem?
- Does the consultant bring value (a solution within the budget)?
Observation: It's risky to use a consultant who knows your industry, but doesn't know you — and your culture. It's the people, stupid!
A CLOSING NOTE
“Only intuition can protect you from the most dangerous of all, the articulate incompetent.”
Robert L. Bernstein
Random House (on his experience interviewing MBA graduates)
Michael Manes can be reached at Square One Consulting, 8674 Quarters Lake Road, Suite 10, Baton Rouge, LA 70809, (225) 922-9138, fax (225) 922-9106, e-mail [email protected], Web site www.squareoneconsulting.com.