Nine steps to use a management consultant effectively

1. Define the problem
Ask yourself what is or could go wrong. Why do you want to improve. Do you really need an outsider. Are you sure that your own people cannot solve the problem. Is the push to employ a consultant coming from your staff because if so, make sure their expressed need is precise. Keep an open mind on the definition of the perceived problem, the selected consultant may change your mind about what the problem really is.

2. Define your objective
Write your objective down but be prepared to be flexible after having spoken to your chosen consultant. Be specific. An objective is an outcome. What do you want out of this project.

3. Choosing a management consultant
This step is very important. Never, ever pick on the one who happens to be around or approached you. Use official sources of consultants, get detail of their capabilities, clients and past successes. Check things out. If in doubt, test the selected consultant on a small assignment first.

4. Recognise the unusual situation
The consultant is not an employee. His very presence creates an anomaly. Reach an agreement on the programme of work, timetables and deadlines. Decide on the format and timing of reports. How will your staff cooperate with the outsider, what instructions must be issued.

5. Get involved directly
Inform your people what is going on. Make your staff available. Provide all relevant information to assist the study. But after all this, let them get on with their work.

6. Implementation is all
Set the dictum that the consultant will implement his recommendations. This focuses on practicality.

7. Monitor progress
The results of the job must be logged accurately and readily and decisions taken instantly if deviations from the plan occur or seem likely to.

8. Evaluate results
Results must come from hard facts. What has changed. Will the changes be long-lasting. What problems remain, what problems have been created.

9. No dependence
A consultancy assignment is a "get in and get it fixed" job. Avoid the trap of referring problems you or your staff should be able to solve themselves.

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