Consultant's Role in Adding Value

Much of what I am challenged with each day in convincing potential clients to engage, are questions. Sometimes they come from past experiences, sometimes simply from a need, but they all add up to: "What is, and should be, the consultant's role in making our organization stronger individually and collectively?" Simply put, "Will the consultant add value or will he fail to provide a fair return on the company's time and money?"

To be sure, the potential consultant must be competent, evoke trust, and earn respect. Then there must be a perceived need that is critical to be met. But once this has taken place, then the potential roles he or she might play begin to take shape.

This has led me to assemble a list of traits that, at one time or another, may be required. They follow here, each with a brief description:

1) Communicator - obvious you say, but one must not only learn to write, listen, and speak effectively, he must know when to do each.

2) Facilitator - The organization and its people are central, not the consultant; just as a good basketball referee is mostly invisible, so is the consultant.

3) Listener - This gets its own listing because it is so important to set the tone to listen first, understand second, and speak last.

4) Objective Third Party - So many companies believe they can do anything within themselves, but fail to get it done. The consultant must lead the process, be fair and balanced, with the respect of all factions. The metaphor is a guest orchestra leader.

5) Confidant - If the previous four traits are in place, then this is what the consultant can become. Honesty & "fierce conversations" help to get things done.

6) Coach - Once confidence is instilled then the good questions arise; not how can others help me, but how can I help others? How can I get better? In the words of Zig Ziglar, "If you help other people get what they want, you'll get what you want."

7) Illustrator - When we deal in stories, metaphors, & future visions, with passion & conviction, people get it; they internalize it; change happens.

8) Authority - Only after all of the above is presented, does this emerge; it is shown, it happens on its own accord. If it has to be forced, then it is not real.

9) Critic - With the right relationships, the consultant can now be more open because it is realized that she exists for them, not they for her.

10) Challenger - The critique can be taken another step here, where, when someone truly is not in step with the organization, or about to make a costly mistake, they can be challenged,, professionally but directly, and, under the right circumstances, they will understand and even APPRECIATE it.

11) Goal Setter - When the organization fails to stretch enough, challenge itself enough, the consultant can step in and suggest measurables to meet.

12) Cheerleader - If the company gets down on itself, or discouraged, or bites off too much (the opposite of #11), this may be appropriate. We need to see things more objectively, but in a positive light.

13) Teacher - When warranted, the consultant may have experience or information that needs to be conveyed. This needs to be accomplished in a non-superior matter of fact way.

14) Trainer - Related to the above, this is more task oriented than information oriented; the same rules on humility apply.

15) Quality Control Manager - When all is said and done, what did we do, what was accomplished, did we meet our objectives and provide what was agreed upon?

All of this is is admittedly a tall task, but the consultant must be able to deliver. Why else would anyone else want to engage them?