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n Consultants raise ideas based on the movie that they saw last
night.

You may think that I am attempting to inject a little humour. Sadly I am
not. The above is a brief factual summary of some of the things that appar-
ently happened at Figgie and which, to a greater or lesser degree, I have
seen happening elsewhere.

Key reasons for using consultants

n An objective assessment of the operation.
n Fresh ideas culled from current research or international best

practice.
n Skills, knowledge and experience that you and your people lack.
n An extra pair of expensive but willing hands.
n Highly specialized abilities that it is not economic to have

constantly on tap.
n A “fall-guy” to take the flack for unpopular or difficult decisions.

(This is a perfectly reasonable way of using consultants as long as
you are up front about what is expected of them.)
You need to develop specific questions that will enable you to assure
yourself of the ability of your prospective consultant to meet your needs.
For example:
n If I asked you to investigate a problem and you found that my
behaviour was making it worse what would you do? (See above –
this question is so important that I repeat it intentionally.)
n What should we be aware of that will affect our industry in terms
of changing knowledge and practice?
n What is your experience of . . . ?
n Would you regard yourself as operational or strategic in your
approach?
n How do you feel about your personal popularity in businesses
where you work?
These may at least start a worthwhile exchange of views. Try to avoid
questions that baldly say: “this is what we are looking for”, because most
consultants will latch onto the opportunity to assure you that they can,
and will do practically anything. Keep them guessing just a little and you
will keep them honest.

222 Key management questions