Working with Consultants: Look Before You Leap

Subtitled, "Needs assessment and careful selection are the keys to a successful consulting relationship," this relatively lengthy University Business article is by Barbara Kaufman:

Many higher education institutions rely on external consultants not only for advice but also for help in diagnosing and developing strategies related to common and uncommon challenges in a whole host of areas—such as compensation, leadership development, enrollment, labor relations, strategic planning, technology, capital planning, and succession planning. . . . Ideally, a consultant brings a fresh perspective, best practices from other IHEs, problem-solving skills, and cost-effective ways of managing the college or university’s resources. That description paints a rosy picture. But unless institutional leaders assess their needs clearly and choose consultants wisely, the experience can be an exercise in futility. . . . These caveats and best practices form a strategic approach to the hiring of consultants. The approach begins with recognizing a clear need, problem, or opportunity; carefully selecting a consultant whose experience and style fit the institution and the issue; working proactively with the consultant to create change; and measuring success over time. Being methodical and strategic is far superior to the common hit-or-miss method of rushing into a consulting relationship. It will avoid painful experiences and optimize results.