The process of making certain that a consultant is on the same page with you resembles hiring a top-level executive: you must find a set of values, competencies, and approaches that will take you and your organization where you want to go.

The following questions are designed to help you identify consultants who fit your needs and are compatible with your organization. They help you to prepare for and subsequently evaluate your meeting with prospective management consultants.

If this engagement were successful, in what ways would the organization be different? For example, more competitive, better positioned, more profitable, better focused, more effective, run smoother, operate faster or have a brighter, more sustainable future.

What would be the same? What characteristics of your organization are highly valued? For example: Our first-to-market approach has helped us gain the largest market share. We have a collaborative environment, which has been key to our success.

What would be the value of this project? How would the changes it brings benefit the organization?

Consultants fill various functions. Here are options to consider when deciding which function(s) you would like the consultant to perform:

Note: Avoid self-diagnosis. For example: Our need is to increase sales; therefore we need a sales-training program. Fewer-than-desired sales, however, can be the symptom of a number of problems, including poor market coverage, position, and/or penetration; unappealing and/or noncompetitive products or services; poor service delivery; inability to sell; and lack of alignment of marketing, sales and delivery service.

Let the consultant ask questions to determine the root causes of your issues or problems.

Did the consultant ask questions that helped you clarify or think differently about your situation?

Did the consultant probe to ensure adequate understanding of your situation?

Did the consultant "jump to a solution" before discovering your unique circumstances?

Was the consultant focused on making your organization better, or was the focus on his or her own ideas? Did the solution seem "canned" or did is seem unique to your needs?

Did the consultant question your data and assumptions?

Did the consultant work with you to develop objective measures of success for the engagement?

The questions that follow will help you to evaluate your meeting with a prospective consultant.

Was the consultant able to cite engagements that addressed challenges similar in type and scope to yours? What was the consultant's role in those engagements?

Was the consultant comfortable discussing the specifics of an engagement without divulging confidential information?

Did the consultant portray a positive attitude and demeanor regarding past client assignments? Was she candid about difficulties and responses to unexpected events? Could he provide lessons learned?

Did you feel comfortable divulging sensitive or confidential information about your organization?

How do you expect to work with the consultant? For example,

• How do you want to be informed of progress?
• How frequently do you expect to interact with the consultant?
• Did the consultant appear willing and flexible to work with your needs?
• How do you want to receive bad news?

Did the consultant provide information you may not have liked, but needed to know?

Who will actually do the work?

Will the consultant work simultaneously with various levels of the organization? Has he or she handled this kind of assignment successfully?

Did the consultant provide a written summation of your discussions about approaches, fees and deliverables? Was it consistent with your understanding?

NOTE: Your confidence in a consultant is enhanced by assurance of competence, experience and adherence to high standards of professionalism and ethers. The Institute of Management Consultants USA's certification requirements and Code of Ethics reflect international standards and can be valuable resources when selecting a management consultant.

Published with permission of The Institute of Management Consultants, copyright, 2004.