By Kris Putnam-Walkerly
Right? Maybe not.
A good consultant is a trusted advisor with the experience and expertise to help you accomplish your goals. In many cases, they can help you unpack your real needs, understand your true objectives, and work with you to determine and the best solutions. The person your predecessor hired might or might not fit the bill. Let me tell you a story about this scenario going well and then share examples of what can go wrong.
A few years ago, the Cleveland Foundation hired me to help their new program director design and launch what would become their largest grantmaking initiative in 93 years. The program director had had little input into my selection but was simply told, “Meet your new consultant!” The program director didn’t feel like she had a choice in the matter, being so new to the organization, so I made it clear that I wanted to work together with her in a way that supported her best. We took it one step at a time, focusing first on developing a relationship. We talked about our lives. I gave her the inside scoop on my favorite restaurants. She gave me parenting tips for the three children I was about to gain through marriage.
The outcome? We developed a fabulous working relationship and I helped her obtain board approval for the initiative. Later that year I invited her and her husband to my wedding. They had a blast. Six years later I noticed she still had my family Christmas photo card up in her office – in July. She has since hired my firm nine times for additional projects.
We were lucky. We clicked personally and professionally. We were able to develop a genuine relationship based on trust. My firm over delivered, and so did she.
Sadly, it doesn’t always go so well.
Sometimes, an inherited consultant can be territorial, wary that a new individual contact within a client foundation may come in with a different agenda or may simply be the wrong fit for you. Some are simply reluctant to change. Others may genuinely miss the loss of a great relationship with a predecessor. But whatever the reason, both consultant and client need try to make it work. Here are some of the road blocks that can keep that from happening:
Inheriting a consultant can be the beginning of a wonderful relationship that provides depth and richness to both parties. Or it can be a huge stumbling block. Bottom line? Enter an inherited relationship with an open mind and open eyes.
Next month, I’ll explain how to identify red flags and what to do about them. In the meantime, be honest, direct, and flexible — and see where the path can lead.
Kris Putnam-Walkerly, the president of Putnam Consulting Group, is a recognized expert and leader in philanthropic strategy development, implementation, evaluation, and communication. She can be reached at firstname.lastname@example.org.
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