The Match Game

Every year, organizations hire thousands of consultants to assist them in planning, problem-solving, and decision making. The ultimate goal in most instances is to provide some form of help to an organization so that it can succeed in achieving its mission and vision.

Some problem, issue or challenge has been identified and the organization's attempts to deal with it have not met its expectations and/or the organization has concluded that it doesn't possess the necessary skills to solve the problem. These instances prompt the organization to seek outside assistance.

But, not all consultants and organizations are created equal. The most important factor when an organization looks for outside assistance is the degree of alignment between the organization and the consultant. This is the ultimate match game, and it is not driven solely by the organization.

As a consultant, it's important to discover what prompted the organization to ask for assistance. Asking questions about how this decision was made, will provide valuable information about how the organization responds to challenges and makes decisions. In most instances, the consultant can learn a great deal about how the organization learns and how it has dealt with past success and failure. The consultant can use this information to determine if the organization and in the individual are a match.

Character and Culture Match

The first step is to determine if there is a character and culture match. Begin by researching the organization and asking questions such as:

1. When did you first consider hiring a consultant for the current problem/issue?
   
   
2. Have you used a consultant in the past? If the answer is yes, find out when and why, and learn more about how this relationship worked out. If the answer is no, find out why this wasn't an option before, and how they feel about using consultation now.
   
   
3. What have you tried before in dealing with this issue? Find out how the consultation was introduced and why it did or did not meet expectations.
   
   
4. What have you learned from working with previous consultants?
   
   
5. Whom did you need to consider and/or convince in the organization to use external consultation?
   
   
6. What made you want to consider our firm?
   (See Sample Questions used by Ki ThoughtBridge®)

Technical and Adaptive Skills Match

The second step is to determine the technical and adaptive skills match. While technical competence is necessary, it is not sufficient in and of itself. To help decide whether the organization's issues match with your adaptive skills consider the following questions:

1. Do I like process and content facilitation?
   
   
2. Do I love to work with issues and problems that have no immediate answer, that involve working with those who have or may be the problem?
   
   
3. Does my style of working with clients fit the particular culture and expectations of this organization?
   
   
4. Does the organization see little value in examining its past and prefer to focus only on its future?
   
   
5. Do you like convincing an organization to change its views? If historical amnesia is part of an organization's problem and it wants to remain ignorant, it will not be a fit for you.
   
   
6. Do you want to work with an organization seeking symptomatic relief? Or, are you interested in working to resolve the root causes of problems?
   
   
7. How receptive is the organization to getting feedback?
   
   
8. Are you comfortable with perceptions different from your own and are you able to manage conflict when it occurs?
   
   
9. Do you/the organization prefer short-term interventions to longer-term process work, or bite-size education over in-depth training?

Documenting The Match

Most consulting contracts spell out what the consultant and the organization will work on together, i.e. what the actual services are, how many people will be helped over what period of time, fees, expected payment schedule, etc.

Another contractual agreement is needed to spell out the working relationship between the parties. It includes a communication plan, accountability standards, reporting obligations, and a process for dealing with conflict. The more specific and clear the consultant and client organization can be about how they want to work together (regardless of the specific issue) the better the chances are of a successful consulting relationship and outcome.

Working with any organization is always organic - unexpected and unpredictable things will happen. This will require flexibility and adaptive skills on the part of both the internal leaders and the external consultants.

Working with an organization over time will reveal more and more information, and will change how a consultant works and what a consultant needs from the organization to address its problems. The initial assumptions will be revisited and revised if the client is to be served. The organization needs to be aware of this process and open to flexibility in it.

The most important decision to be made when an organization looks for outside assistance is the one that produces the highest degree of alignment between the organization and the consultant. This is the ultimate match game and if done well, can create successful, long-term client relationships from the beginning!

About the Author

Katherine Tyler Scott is the managing partner of Ki ThoughtBridge. Katherine is the founder and former President of Trustee Leadership Development, Inc., a resource center for governance leaders and not-for-profit organizations, located in Indianapolis, Indiana. She has more than 30 years of experience in leadership education and development, consultation, coaching and facilitation. Katherine is a nationally recognized speaker and has written extensively on the topics of leadership, trusteeship, organizational development, and change work. Read more about Katherine.