As economic conditions improve and corporate purse strings loosen, it’s a good time to revisit how consultants can add value to your business. Mastering the consultant selection process is critical if you want to ensure the best possible return on your investment. Personal references, testimonials, and credentials are necessary but not sufficient. It’s the subtle indicators that usually reveal the biggest differentiators between the consultants you’re considering.

While the criteria below are oriented towards sole practitioners, they apply equally to consulting firms. Every member of the consulting team assigned to you should pass the test – not just the senior partner who sells you the work. You may also use these guidelines for people outside of your business context. Hmmm … would the general contractor who just finished your remodeling job pass the test?

When considering doing business with a consultant, ask yourself the following 7 questions:

1. Is the consultant more interested in the relationship than the sale? Ultimately, the right consultant is one who knows the importance of creating and sustaining relationships. Look for a consultant who is genuinely interested in you and your business, and who spends ample time getting to know you and your needs before ever mentioning a fee or moving to close the deal.
2. Does the consultant focus on results? According to Alan Weiss, author of The Ultimate Consultant, the heart of the consulting relationship involves a laser-like focus on business objectives, measures of success, and value for the organization¹. Be wary of consultants who expend more energy on the "how" (models, approaches, concepts, processes) than the "what" (return on investment).
3. Is the consultant willing to say "no" to you? As much as you might think you want your consultant to always say "yes" (especially considering all that money you’re spending), the right consultant is one who is willing to say "no" … along with a whole host of other things you might not want to hear. This is a sign of confidence and integrity. In fact, here’s the real test: is he or she willing to withdraw from your consideration if the fit isn’t quite right? And then go the extra mile by referring you to someone better suited to your needs? Declining the short-term sale in service of the relationship indicates that the consultant is willing to put your needs before hers or his — always a very good sign.
4. Does the consultant listen more than talk? You want to hire someone acutely attuned to you, your business, and your business needs. That happens by listening — not talking. The right consultant spends a significant portion of his or her time giving you and your concerns a good hearing.
5. Has the consultant done some homework? In this internet-savvy age, a consultant has no excuse for not doing research before meeting with you. The right consultant may not know your business inside out (sometimes the best one for you doesn’t know it at all), but he or she will stay on top of company news and industry trends. He or she will also help you stay on top of issues important to you.
6. Is there chemistry? Asking if chemistry exists with a business consultant may seem a bit bizarre, but it’s one of the most important indicators. Chemistry in this context is a certain sense of "fit" between the consultant and you, and the consultant and your organization. You’ll know when the fit is there. And you’ll certainly know when it isn’t. Don’t ignore any nagging feelings that pop up in your interactions.
7. Does your gut say "yes"? Harvard Business Review reports that many top executives routinely make big decisions by using gut instinct or intuition over logical analysis². Bringing a consultant into your organization can be risky – in fact, it should be if you’re working together on an effort that’s truly of value. ("No risk, no reward.") When it comes right down to it, your gut will know whether the consultant you’re considering is the right one for shared investment, shared reward.

Your Results: If the answer isn’t a resounding "yes" to every one of these questions, then you haven’t found the right consultant. Do yourself, your organization, and the consultant a huge favor: tell the truth —and keep looking. Everyone will be better off in the end.

1 Weiss, A. (2000). The ultimate consultant: Powerful techniques for the successful practitioner. San Francisco: Jossey-Bass/Pfeiffer.
2 Hayashi, A. M., (2001, February). When to trust your gut. Harvard Business Review, 59 – 66.