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of “what has changed since last time” which helped to remind me, if I
needed reminding that their situation was neither what it had been, nor
was it just like some other client’s situation. In some crucial ways their
needs were absolutely unique to them.

You need more than detachment

If you consider the use of consultants you need to be assured that they will
tell it just like it is. You need a detached, objective view of your business.
You also need, however, to have an honest and trusted advisor, so that
when things are not as they should be he or she brings the problem and its
possible solution to you even where the objective view is that you are per-
sonally responsible for causing some or all of the problem. You need a
“team-mate” who will do whatever it takes to make you and your team suc-
cessful and you need an honest critic who makes you face up to difficult
decisions.

It is worth asking the prospective consultant the questions:

n On an assignment where does your ultimate loyalty lie?
n If you found that I was the cause of the problem what exactly

would you do?
n How would you contact my superiors if you thought that was

necessary?

Even if you receive the answers:

n To the company and since you represent the company to you
personally.

n I would come directly to you, without discussing the matter
elsewhere and work with you until we found a solution.

n Only through you and with you.

Be careful, we consultants ought to be fast on our feet and come up with
satisfactory answers. If you don’t receive answers similar to these, how-
ever, be very careful indeed. The balance that is essential to your working
relationship may be difficult to establish and impossible to maintain.

mini case study

Figgie Corporation – consultants can be bad for your health

The Figgie Corporation had been the darling of Wall Street. It had grown from modest
beginnings to become a billion dollar operation with a wide range of products and
services. It had grown to be a complex conglomerate with products and services
ranging from aircraft parts to paper cups. It was moderately profitable, but the
expectations of investors had not been fully recognized and Wall Street was
increasingly unwilling to support acquisitions as unquestioningly as they had in the

220 Key management questions