Frequently Asked Questions
Below are answers to commonly asked questions we receive from prospective clients and partners.
What are some of the reasons for hiring consultants?
Consultants have the opportunity to not be involved with “day-to-day” company culture, therefore are able to be 100% focused on solving a specific problem or answering a specific question. Consultants are trained to get up to speed quickly; their feedback is independent and topic specific. Good consultants identify themselves as part of the team. There should never be an “us” versus “them” mentality when it comes to project team members and the consultants who support them.
What should the client-consultant experience feel like?
Every consultant should want their client to succeed in the eyes of his/her peers and bosses. In other words, the goal for every good consultant is to have their client be promoted. Clients and consultants work together as a team, side-by-side, to drive progress and results.
Why would a client choose a boutique professional service firm versus a larger, conventional firm?
Boutique professional services firms will:
What should clients and consultants talk about prior to proposal acceptance?
Like all good relationships, a relationship between a client and a consultant should begin with honest conversation and finding a common interest. As a client, ask yourself in the beginning: “Do I want to spend my valuable time and energy with this person and their team?” Take the time to explore the issues and reach a mutual understanding of the problem statement. When the consultant submits their proposal to you, review and provide feedback. Do not settle for a generic response to the problem; make sure it is tailored to your specific needs and company culture. Understand the assumptions and constraints that the consultant describes in their proposal. You have the right to ask the consultants to take their proposal back to the “drawing board”. In the end, a proposal with a scope, program of work, and deliverables that are clear and agreed upon by all stakeholders goes a long way in securing buy-in, both financially and politically.
How can clients maximize the value of bringing consultants on-board, beginning on Day 1?
Similar to new employee/hire preparations, new consultant preparations go a long way in saving time and expediting results:
What are some of the reasons for hiring consultants?
Consultants have the opportunity to not be involved with “day-to-day” company culture, therefore are able to be 100% focused on solving a specific problem or answering a specific question. Consultants are trained to get up to speed quickly; their feedback is independent and topic specific. Good consultants identify themselves as part of the team. There should never be an “us” versus “them” mentality when it comes to project team members and the consultants who support them.
What should the client-consultant experience feel like?
Every consultant should want their client to succeed in the eyes of his/her peers and bosses. In other words, the goal for every good consultant is to have their client be promoted. Clients and consultants work together as a team, side-by-side, to drive progress and results.
Why would a client choose a boutique professional service firm versus a larger, conventional firm?
Boutique professional services firms will:
- Charge less for their services because overhead is much lower, and they can be more flexible in structuring fees and costs
- Partner with affiliates from other, boutique firms to resource an effective team with the desired capabilities
- Shorten the “standard” timeline of agreement and negotiation because there is less bureaucracy
- Execute on projects up to the highest levels of leadership in the firm to ensure successful outcomes
What should clients and consultants talk about prior to proposal acceptance?
Like all good relationships, a relationship between a client and a consultant should begin with honest conversation and finding a common interest. As a client, ask yourself in the beginning: “Do I want to spend my valuable time and energy with this person and their team?” Take the time to explore the issues and reach a mutual understanding of the problem statement. When the consultant submits their proposal to you, review and provide feedback. Do not settle for a generic response to the problem; make sure it is tailored to your specific needs and company culture. Understand the assumptions and constraints that the consultant describes in their proposal. You have the right to ask the consultants to take their proposal back to the “drawing board”. In the end, a proposal with a scope, program of work, and deliverables that are clear and agreed upon by all stakeholders goes a long way in securing buy-in, both financially and politically.
How can clients maximize the value of bringing consultants on-board, beginning on Day 1?
Similar to new employee/hire preparations, new consultant preparations go a long way in saving time and expediting results:
- Allocate a work space in which consultants can be productive from Day 1, including access to security badges, telephone conference services, and internet
- Have required training curricula ready for review (via online or printed materials)
- Schedule interviews on Day 1 (or beforehand) between consultants and team members, important stakeholders
- Provide company documents so consultants can review on Day 1, e.g. policies, SOPs, org charts