Sometimes you need to hire a job done. But, before hiring any outside professionals (e.g., consultants, vendors, firms, agencies, etc.), there are key things to consider in the selection process. Technical skills or industry knowledge alone does not make for a successful union. Too many consultants optimize their businesses for themselves - not their customers. It's the difference between a strategic partner and service provider.
When we're looking for outside help, we need more than templates, products and a one-size fits all approach. We're looking for "A trusted advisor. A mental sparring partner. Someone with the flexibility of a great vendor, yet the resolve of a doctor who is not prepared to give bad medicine." With inspiration from this FutureLab document, I've created a list of things to look for in a partner.
- Someone who focuses on solutions instead of products. Many consultants listen to a client's request for a solution and come back with an answer that fits their in-house capabilities and compensation models. We're leery of people who are quick to offer a product-only solution (their product only). I count on outside experts to help us navigate and give us good working options from which to choose. Third-party solutions are a good thing--don't build from scratch just because you can. Proprietary methods and strategies can take years instead of months to implement. In one short conversation, it is evident whether someone is interested in selling products or taking a personal interest in your continued success.
- Someone who improves upon your ideas. Many consultants will do what you want--no questions asked. That's not a good thing. We're interested in someone who will tell us what is out there, challenge us and help us see potential problems with our objectives. We may have a great vision and plan to reach the vision that won’t sustain today’s technology or client environments. A partner will help us continually look at the big picture and avoid making decisions with blinders on. It’s their job to educate us about the potential consequences of our decisions, good and bad. Do they have the ability to serve as our "mental sparring partner" or not?
- Someone who can reveal the cost of failure. Most consultants don’t talk ROI. Instead, they emphasize the budgets they manage as well as the client list, certifications and awards they have. While some of that is important, it’s more important to demonstrate they’ll make back more than they spend on your services. Name dropping is not a good sign--run away.
- Someone who owns the troubleshooting. Our long-lasting partnerships are with people who demonstrate client-service to a fault. A “can-do” attitude is overlying tone of all interactions. As the expert, it is their job to tell us how something will work and ensure that it does. With all the technology solutions and resources available today, there is always a solution. It is our expectation that we will never hear “it can’t be done” but rather "here's what we CAN do."
- Someone who educates your team to be self-sufficient. How our partner plans to transfer their knowledge to our in-house team needs to be part of the deal. Proactive is better than reactive. I want someone who will bring solutions to our attention that will improve our situation.
- Someone who helps you grow into it. It's important to partner with someone who not only sees the current picture of today's reality, but also helps prepare you for course changes or growth without breaking or forcing you to start from scratch.
By the way, during my season on staff at Granger, there are a few companies who deliver on "all of the above." I consider them to be “strategic partners.” While we've worked with other great people as well, these four companies rise to the top because of the size, scope and length of the relationship. They complement us -- focusing on the areas we are weak so we can stay focused on the areas where we are strong. We are better because of them.
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