I’m often asked the difference between three kinds of external helpers that a business or individual might need — coach, consultant, and contractor. Just as often, I’m not asked how to make good use of these important helpers — even though I often hear from my colleagues how many clients don’t know how to work well with and get real value from these often highly paid individuals or firms. Since I can and do function in all of these three roles, I need to maintain constant clarity about the kind of assignment I’m working under.
Here how I distinguish these three “C’s”:
- As a coach, I help my clients find their own clarity, their own strength, their own resourcefulness. Rarely will I offer advice, or take on a task that they could and should be doing. I think of myself holding a flexible mirror in front of them, helping them see themselves in a new way.
I had one client who was great at maintaining accountability, budget controls, a good work environment, and other such aspects of the present situation. But he told me that he had trouble planning, visioning, and otherwise getting beyond his organization’s present situation. I gave him no advice, but simply asked him to imagine that his organization was going to hire a director of planning and visioning, and to bring me a job description for that role. I also asked for an initial work plan. What he brought back to his next coaching session was stellar. Clearly, and despite his negative self-appraisal, he had quite a command of how to envision and plan possible futures for his group. The real challenge, it turned out, was figuring out which of his tasks he could and should give away, and which tasks might not be needed at all.
- As a consultant, I do offer advice — extending the client’s knowledge and vision. I might be called upon to review a client’s action plan, facilitate a meeting, interview stakeholders, map out possible strategies. I will make recommendations to the client, that make include some surprises.
One consulting client hired me to review some technology work that was very poorly done, in the expectation that I could serve as an expert witness in a lawsuit against the technology provider. Indeed, the work was seriously deficient, and I could easily have provided a legally correct statement of that assessment. But my advice to the client was to step aside from the potentially consuming legal process, and to use all their resources to get enough of the technology working that they could get back to their core business. This was not the advice they expected or wanted, but they took it and it served them well.
- As a contractor, I take on tasks that my client might have handled themselves, but for whatever reason choose to out-source to another. My role is not to offer advice, and not to catalyze their growth, but simply to perform the tasks they have assigned.
One software company used to regularly contract with me to teach their training classes. I followed their course outline, used their other training materials. and represented myself to the students as somebody working on my client’s behalf.
After teaching a number of these classes, I expected that I might then be hired as a consultant to design improvements to the classes, drawing on my in depth experience delivering the material to a wide range of students. However, that never happened.
When hiring a coach, an individual or organizations needs clarity about what change outcomes are desired. A speech coach might help somebody speak clearly and forcefully before large groups, where that person might already have had a great mastery of the material but only felt comfortable sharing in small informal settings. But that same coach would probably not be helpful when the challenge is to develop an inspirational message that requires a new definition of the organization’s mission. Bringing in a coach will generally increase the workload for the individual or group, as the coach will prescribe exercises and activities that engage the whole team but require real effort. Prior to hiring the coach, there needs to be a commitment to the learning process.
I’d offer similar comments about hiring a consultant — the need to have a well defined problem (or, perhaps, an agenda that starts with defining the problem), the commitment to staffing the consultant with access to the right information, insight, data, and experience, and the need to work with the consultant throughout the process.
A contractor needs an even more detailed job description, but, in return, should require less staff time for support, supervision, evaluation, and collaboration.
I’d strongly suggest that before hiring any of these helpers, the organization develop the evaluation tools to assess the success of the engagement. Knowing how evaluation will take place means really knowing what’s expected and what’s important.
Coach, consultant, and contractor — They are all important helpers. But know what kind of help you need, what you expect to receive, and what commitment you have towards reaching that end.
September 6, 2012
Does something sound wrong with this title? Most of us want to trumpet our successes, and hide our mistakes. And yet it’s through important mistakes that we can learn the most important lessons.
With this thought in mind, here’s my “best” mistake. Mark (no, not his real name) had hired me before, as a consultant with two of his companies. And now he was CEO of an interesting multi-division firm, with lots of appeal. He brought me in first to rework systems in a smaller division, and then to work on the major corporate systems. I was doing a great job (or so I thought), even though I was running into resistance. Projects that create change always incite some resistance, so this was not a concern. But then Mark left the firm.
All of the sudden, I was alone, really reporting to nobody. Nobody owned the project that Mark had created. And, not surprisingly, I was asked to leave as well. It wasn’t because of my work, or my results. I was just an orphan, and nobody was a stakeholder in my success there.
What did I learn from this? Well, no longer after he left, Mark referred me to another firm, whose CEO, Peter, was a friend of his. Again, it was the CEO who wanted to hire me, and I was instrumental in his plans to bring the organization to another level. But I didn’t want to repeat the same boom and bust scenario again. So, this is what I set in place:
I insisted that Peter form a management team, to take supervisory responsibility for my work.
Each month, before I arrived for a week of week, they would set the agenda, identify goals, and develop detailed plans to insure that I was given the needed resources.
Then, after I finished my week of work, they would meet and review the results.
My work was valued, and so there were often conflicts about which projects were given to me. I could deflect all of these, pointing to the management team that was setting the agenda.
In short, I created a place for Arthur Fink the consultant in their management chart — even though I was never a full time (or even part time) employee. And even when Peter became the target of criticism for some of his decisions (or lack of decisions), I was well insulated from this political stuff.
Business, and the work of non-profit organizations, is all about relationships. But when your position of tied to one possibly frail connection based on one relationshp, everything is at risk. By creating groups or communities, and establishing relationships with them, one can be better informed and much better protected.
September 5, 2012
I do ask lots of questions, but sometimes I also do provide answers! Here’s are some of the answers I provided to the Linked In “Answers” forums:I
As a nonprofit consultant, which assessment tool(s) do you recommend when trying to understand and evaluate where the organization’s biggest problems lie?
The starting point is not a set of “tools” or automated programs, or report. It’s my own ears, listening to staff, board, and critical stakeholders reporting their understanding of the organization and its issues. And it’s the probing questions I ask, to elicit these comments. Once I’ve identified some core issues, various reports and tools may be relevant. And if the issues are primarily with finances, I may involve other consultants who work more intensively in that area.
Think about getting a good physical exam. After a few simple preliminaries (height, weight, pulse, blood pressure, etc.), the doctor will ask how I’m feeling, will look VERY carefully at my posture, demeanor, coordination, etc., will feel my skin for temperature and moisture, etc. More detailed tests may follow, but they are never the starting point.
How do you personally evaluate speakers you hear?
Great speakers have me engaged. They present memorable images, powerful questions, great metaphors. I don’t have to “evaluate” their performance. Their message stays with me, guides me, informs me. I notice that.
How successful is your donor newsletter at raising money?
I’d be surprised if most donor newsletters succeed at raising money — since that’s not what they are supposed to do. They keep donors and prospects in touch with the organization, cultivate them as stakeholders. Then, when the “ask” comes, the donors or prospects want to support the vital organization that they are so clearly in touch with.
What is your favorite way for nonprofits without alumni to get email addresses?
Just be very careful that you understand “opt in”. An e-mail sent without permission, and without explanation, casts a very bad first impression.
What is the biggest mistake you see new, first time EDs make when working with their Board?
The most common mistake I see new executive directors make is to regard their board as more a burden than an asset. Indeed, it takes work to maintain a board, but a board is a resource to help keep an organization on track, connected, and grounded.
How do you find web developers/designers that are willing to offer Pro Bono services to a NFP?
In most communities, you’ll find an organization that brings together web developers and designers to share skills and insights with each other. Try to identify that group (or those groups) in your area, and ask them to circulate a request from your nonprofit. Be clear what the request is, and include a short statement about why it makes a difference. But do be careful that the skill set you get pro bono is the skill set that you need. A web developer MAY not be the best web designer or web marketing consultant. Interview your pro bono workers just as you would any contractor.
What’s the best accounting software for nonprofits?
One early responder to this question asks, “Why do you think it would be different from any profit making business? ” In many many ways, the needs are the same. But many non-profits need fund accounting, as they keep track of many different grants, contracts, etc. There are packages designed for this, and I’m aware of several add-ons for Quickbooks to provide fund accounting functionality. How important is this for your nonprofit? For many, it’s not important at all. But it makes sense to have on your board at least one person who really understands these issues, and can help guide the organization. As with any software choice, the REAL cost is not the cost of the package — It’s the cost of working with it daily, of putting up with unexpected quirks or lapses in support, and — worst case — of replacing it if a wrong choice was made.
Chartered affiliate organization must file state filing and register for the DOJ and FTB, yet Central Org won’t sign documents, claims it’s unnecessary. Central org does not include chapters in 990 or file a group exemption.
Speak to a lawyer in your state. Informal advice on forums such as this can be valuable in many ways. But it’s no substitute for good professional legal advice. I’m amazed how often people don’t go to the source — and here the source is somebody with the precise legal knowledge.
What is your best tip for leading effective online small group coaching programs?
The key to any individual or group coaching is clarifying goals. Often that’s the full agenda, and its’ repeated again and again. “What are we trying to do?” “Where do we want to be?”. Individual (1-1) coaching may be a useful adjunct to group work. But be careful that people don’t try to use this to point towards others as the source of a problem. The only place that belongs is in the whole group, stated in the most positive way. Yes — accountability is important. I’d suggest that the last part of each session be on “confirming agreements”, and that the first part be on “agreement check in”. I agree that “homework” can be a negative word, even though the concept is great. I might call it “preparation”.”
- Work with staff and their managers to identify the skills on which training is needed. Communicate this clearly to the training group.
- Allow enough time and space for the training to really work. Often going off site is helpful. In any case, staff should be totally free to be present with the training.
- Insure that staff will be able to use the skills they have learned right away. I used to run a technical training department, and was amazed how often staff were sent for training on a new piece of software, but didn’t get to work with it for six months or more. By that time, the value of the training has long been lost.
September 5, 2012
Any consultant wanting to hone his or her skills should read this recent article by Bernard Ross and Sudeshna Mukherjee in The Chronicle of Philanthropy.
Here are the ten points they list: (For a detailed explanation, read the article!)
Following this list, I’ve added eight more that I believe are at least as important.
* Have self-confidence and be as adept at delivering bad news as good.
* Have a good understanding of the business and of themselves.
* Have transferable skills.
* Have the ability to simplify and explain a problem.
* Have more than one solution to a problem.
* Be a good listener.
* Be a team player.
* Be able to market.
* Gain client trust.
* Remember who’s the star.
And while I agree strongly with all of these, there are more traits that I believe are equally important:
* Be comfortable telling the truth. Clients may just want to hear positive words, expressions of praise. A great consultant is willing to say what needs to be said.
* Be tactful and affirming. Truthtelling doesn’t need to be negative and abrasive. A great consultant can phrase criticism as helpful suggestions, and can lead the client toward constructive action.
* Know how to ask great questions. Great consultants ask great questions. It’s through such questions that we learn what’s really going on, what the client thinks is going on, and what different groups within the client organization think is going on.
* Be willing to play together. You can learn only so much sitting at the conference table. Spending some quality time with the client outside of the office environment is important as well. A great consultant can engage the client in different venues, and, by so doing, learn much ore about motivations, hopes, fears, etc.
* Have lots of integrity. Confidences need to be respected. Promises need to be kept. A great consultant only makes promises that he or she can and will keep.
* Admit mistakes. Great consultants aren’t always right. What’s important is that they take responsibility for the advice they offer, and are willing to acknowledge when it proves to be “off” in any way.
* Love simplicity. Even when Business and organization problems seem quite complex, some simple models will help clients understand. A great consultant and report and prescribe in very simple terms, but will still be ready to address the added complexity that may be part of a full understanding.
* Enjoy the work. Great consultants have fun. Working with clients can be like playing in a sandbox, and helping clients solve their own problems can be like building those sand castles most of used used to create as children. Clients will catch on — that it’s fund to learn, to develop new understanding, to think up new possible solutions, to test ideas, and to work together in a collaborative environment.
May 11, 2011
Lots of people will parody the work of consultants — suggesting that we’ll contract for a study of whether to do a study studying why a study might be helpful. But forget that foolishness. A good consultant will work with their client(s) to identify clear goals, important questions, kinds of knowledge that must be transmitted or answers that must be obtained.
I believe we need to teach good “clienting” just as we learn good consulting. My best clients work with me to define goals, they welcome surprises, and allow space to make changes based on what they learn. They know that they’re getting value from my work. Or, if they don’t, they initiate a meeting or other process to set things straight.
Yes, of course there are times when I can see an issue that I believe should be addressed, and the client does not. It’s my challenge to suggest a project that will, in the end, provide value for the client. I may or may not convince the client that the need is real, and that sufficient budget should be allocated to address it.
Let me stop here, and ask you what teaching good “clienting” should mean, what needs to be taught.
January 5, 2011
I’ve often been asked for advice on making the transition from practitioner to consultant. Here are a few of the points that I emphasize:
- You don’t have to have answers, and certainly don’t have to have them right up front!
- Ask insightful questions, listen, listen more. Let the clients voice what they need, the visions they carry, the kinds of support that will help them make needed changes. More change will happen when they name it themselves. And when the client’s management sees that real change follows your visits, you’ll be a hero.
- You may have lots of information, see things very quickly, and could impress people by coming in swinging. In the long run, this works against you.
- It’s fine not to know things! Tell the truth, and say, “I don’t know” . . . but will find out, or lead your client to other resources. Little lies fester, and always come back against you.
- Not all money is green! If you’ve serious questions about the integrity of an organization, about how they treat customers or behave in the markeplace — stay away.
- Choose clients with whom who can succeed. If you don’t believe your candid advice is really wanted, or expect that they are not ready to change in any significant way, it not a profitable engagement.
- Define the evaluation criteria at the start of each engagement, so that you and the client can periodically assess your real progress.
January 4, 2011
In an on-line discussion about guidelines for choosing a consultant, I suggested the following:
- Start with a statement of your problem, that is as specific as possible. But be clear that you’re stating the problem, and not your sense of what a solution might be.
- See how it feels to talk with your prospective consultant about that problem. Do their questions make you think, broaden your concept of how a solution might be found?
- Don’t attempt to get a free solution from those discussions. Actually with a good consultant, you will learn something in each encounter, but the goal is to test the working relationship and not to move towards solutions.
- Be very clear about fees, retainers, confidentiality and non-disclosure agreements, ownership of new intellectual property, etc. If you and your consultant have trouble with these, that’s a red flag.
- Don’t be afraid to ask for references, and to speak with them.
- The consultant must have the body of knowledge you require, feel like a comfortable partner, communicate his or her professionalism, and acknowledge your role in the consulting process.
- Agree on evaluation criteria at the start of the engagement. (e.g. “So, at the end of phase one, we’ll look forward to having a feature list for the product we’ll be building, and a detailed definition of the market segment to whom it will be directed.”)
- Enter into the consulting agreement only if you respect, trust, and look forward to working with this consultant.
November 26, 2010
I was asked about making the transition from practitioner to consultant, and offer the following advice:
- You don’t have to have answers, and certainly don’t have to have them right up front!
- Ask insightful questions, listen, listen more.
- Let the clients voice what they need, the visions they carry, the kinds of support that will help them make needed changes.
- More change will happen when they name it themselves. And when the client’s management sees that real change follows your visits, you’ll be a hero.
Yes — you may have lots of information, may see things very quickly, and could impress people by coming in swinging. In the long run, this works against you.
October 13, 2009
That’s right. This whole blog is a marketing tool. That’s not to say it’s not interesting, perhaps engaging, accurate, or useful to most of you who are not my clients. But it’s also an exercise in relationship marketing.
While you’ve been reading this blog, you’ve been developing a relationship with me. And if you’ve taken the initiative to add comments, you’ve helped me learn about you. I hope — and do believe — that our relationship of one of trust and respect.
Now … what if you need a consultant to help with questions of strategy or organization in your business? What if you’re concerned about maintaining your organization’s values in this age of increasing automation and mechanization? You may feel that your computer systems or web sites are confusing, hard to use. Or perhaps you feel that some “coaching” or “clarifying” would help you work more effectively, overcome a creative block, or break through some other barrier. Most of us don’t go to the yellow pages, or its internet successor, Google, to find help in these times. We look to our established relationships, and set them in a more structured business model.
In this relationship marketing strategy, I’m trying to build connections that will result in a few business relationships. I say “few” not to be self-defeating, but because I’m realistic. In marketing terms you’re not all “qualified” prospects, who can gain value from my services and skills. But some of you can. (Talk to me, please.)
Some of you may stand back, observe this scene, and notice how such relationship marketing can work for you. People talk about “social networking” as if it’s a technology. But, as our local social marketing consultant Fred Abaroa (Costa Vida Fred) has proclaimed, “If you want to use social marketing, you have to be social!”. Treat this blog, and all the electronic and soft personal communication that can surround it, as a potential salon for sharing, listening, and finding who and what can add value to your life and your business.
The advertisement is not over. Keep reading!