I know that everyone out there sees these articles written by consultants and says to him or herself, "That’s nice - but how does that apply to me?" All organizations reach a point at some time when they are aware that they could be doing things better or differently. One or several areas of
operation are not achieving their goal or are not functioning as efficiently as they might. The Corporate Office, General Manager and Department head may aware of problem but unable to offer or formulate an effective remedy. This is where timely employment of a consultant can reap measurable returns. The issue or problem may be short-term. For example, a property or a group of properties may be undergoing a franchise change. To effectively manage change and maximize opportunity will require an intense effort, analysis and focus that will stress existing organization’s resources and potentially jeopardize well being of rest of operation. This is a situation where a consultant can assist in managing change until conversion is complete and newly franchised properties have stabilized.
Another example is when a position is stubbornly vacant and right candidate has yet to materialize or position is such that it can be effectively filled on a part-time basis. To leave position vacant is hurting operation but to make a hasty decision has long-term consequences. This is an illustration of how a temporary arrangement with a consultant can keep operation moving smoothly until a position can be permanently filled.
In other situations, issue may be more long term and effective use of a consultant on an ongoing basis may be a cost effective solution to problem. For example, a smaller organization may not have resources of a larger company in oversight or training. The example comes to mind of a small company in which several hotels are seeing market share and REVPAR index slide and need assistance to turn situation around and provide ongoing support. Where there is no corporate regional Director of Sales or for those regional DOSs whose time is already spread thin, a good consultant can fill that requirement on an ongoing but part-time basis at a rate of remuneration far less than addition of a permanent, full time staff member.
The list of potentially problem areas is relatively endless and includes any number of operational, technical and customer service areas. A consultant allows you to hire a level of expertise that you might otherwise not be able to afford.
But lest you think that this is self-serving -- allow me to provide view from other side; what makes a ‘consultant-client’ relationship work for benefit of both. A good consultant-client relationship is a professional marriage. A consultant wants to provide value to client but recognizes that it requires a bit of work on both sides. Let me share with you how to maximize a consulting relationship:
The Chemistry Thing. Once you have identified one or more consultants who may be qualified to assist you in your problem area, have a telephone conversation with each. As is any relationship, chemistry is an issue. You know if this person has a style that will compliment and mesh with yours and that of people in your organization. Not every client and consultant has chemistry required to get job done, no matter how qualified consultant. Ask for references and examples of how they successfully assisted other clients in similar situations.
Analyse issue. Most consultants are willing to do this for expenses or a minimal fee. A good consultant is set of ‘fresh eyes’ -- someone who can give you an objective opinion of elements of situation and recommendations for a resolution. However, resist urge to ‘shoot messenger’ if their analysis does not exactly agree with your perception. Some clients simply want an echo of conclusion they have already drawn to validate their own opinion. This is fine as long as you are willing to pay for it.
