Finding and Working with Consultants

The key is to have a written goal in mind with measurable objectives, similar to a thesis or dissertation. Some simple objectives may be: What prevents receptionists from answering all calls? Expressed measurably: Why is there a 5% abandonment rate on incoming calls? Another may be: Why don't attorneys review bills before sending them to clients? Expressed measurably: Why are 25% of the bills sent without being reviewed?

Once we determine needs, it is easier to identify the correct outside person to help. With an established goal now begins the search for the one unique individual who will help improve procedures or solve problems. Begin with colleagues; get a list of people they have used or recommend. A proven track record eliminates the danger in bringing a stranger to your firm.

Call each candidate and request their public relations materials, references, and a specific proposal that pertains to the goal. Be specific in your conversations and realize the major part of any outside consultant's job is to conceptualize the goal you wish to achieve. Notice if the consultant is listening to your needs and offering recommendations. A consultant should market the benefit you will receive as opposed to the qualifications he or she possesses.

Once proposals begin to arrive, you can begin the elimination process. Scrutinize each packet thoroughly; immediately disregard those whose material contains errors or are not of the highest quality. Presentation is everything because these materials are a window into the quality of the consultant's work product.

Next, set up interviews with each of the consultants you feel will fulfill your goal, preferably in person if the consultant is in the same geographic area, or via telephone or videoconference for those outside your region. Interview them as you would a potential employee, for that is what they will be for the period they are contracted by your firm. Include the following questions in the interview process:

1) Who else will be working on our problem or situation?

2) Is an assessment or analysis necessary? Who will conduct the assessment? How long will the assessment take? Is this assessment part of your fee or is it a separate charge?

3) What is the end product of your assessment, i.e., a report, a printout, recommendations; and what is the follow-up?

4) If training is necessary, do you provide such training?

5) Will you meet with other members of our firm before we decide to make a commitment to hire you?

6) How will the process of assessment and/or analysis, actual implementation, and training (if necessary) affect our billable hours or staff time?

7) Do you charge a flat fee or hourly? What is included in either of those billing methods?

8) If you are hiring a trainer:

• Will you demonstrate a portion of the training program prior to hiring?
• Who can observe the program in addition to the participants?
• What materials can we keep? Is there an extra charge for those materials?
• Who owns the rights to this program, and can we teach it without you?

Conduct the candidate interviews with individuals within the firm who are pivotal to achieving the goal. To ensure cooperation from all parties, you should have a team of attorneys and administrative leadership to assist you in the decision process.

When you have selected a consultant, establish objectives and develop an action plan. With the action plan in place, you can watch the progression from implementation to conclusion while monitoring the success of each step.

Ask the consultant for regular progress reports. Instruct the consultant to include answers to the following questions in the reports:

• Are you on schedule with the action plan?
• Where have you run into obstacles? Did you receive the appropriate assistance from members and staff of the firm?
• Are you still within original projected costs?
• What can be done to facilitate the progress of the action plan?

Keeping on top of the consultant's progress will help keep your costs down and ensure the end product meets your firm's goal.

When the action plan, whether for a specific consultant's services or a training program, has been fully implemented, ask for a full report detailing the entire experience. The results attained should match the original goal for which the objectives were developed from the needs assessment. If the results do not match the goal, then the consultant has not fulfilled his or her contract. Meet with the consultant to review the outcome and, if necessary, establish an alternate plan. Redo a portion of any program or process until the entire goal has been met.

Dr. Sharon Meit Abrahams is the Director of Professional Development for the international law firm, McDermott Will & Emery, LLP. Dr. Abrahams has more than 20 years of experience in the training and education field, specializing in client relations, marketing, sales, communication, and management development training. She is a prolific writer, publishing articles and a book related to professional development within the legal profession. Her book '100 Plus Pointers for New Lawyers on Adjusting to Your Job' is published by the American Bar Association Career Resource Center.

One of the largest budget areas for a firm can be the line item titled 'Consultants.' Consultants are a necessary part of firm management and make an in-house manager's job much easier by relieving stress and the responsibility of yet another project for which there is not enough time. Fear or discomfort in working with consultants can easily be eliminated by hiring the best consultant to serve your firm's needs.

Consulting is, in general, a practice that can include different types of specialization, such as managerial, financial, procedural, and training. To find the best consultant: 1) thoroughly identify the situation to be analyzed, developed, and/or changed; 2) perform the necessary research; and 3) ask all the right questions.

Prior to hiring a consultant or trainer for a program with your firm, conduct an assessment of your needs. The world of 'needs assessments' can be as complicated as a three-month study that ends in piles of computer printouts, or it can be as simple as distributing written surveys and conducting personal interviews.

The key is to have a written goal in mind with measurable objectives, similar to a thesis or dissertation. Some simple objectives may be: What prevents receptionists from answering all calls? Expressed measurably: Why is there a 5% abandonment rate on incoming calls? Another may be: Why don't attorneys review bills before sending them to clients? Expressed measurably: Why are 25% of the bills sent without being reviewed?

Once we determine needs, it is easier to identify the correct outside person to help. With an established goal now begins the search for the one unique individual who will help improve procedures or solve problems. Begin with colleagues; get a list of people they have used or recommend. A proven track record eliminates the danger in bringing a stranger to your firm.

Call each candidate and request their public relations materials, references, and a specific proposal that pertains to the goal. Be specific in your conversations and realize the major part of any outside consultant's job is to conceptualize the goal you wish to achieve. Notice if the consultant is listening to your needs and offering recommendations. A consultant should market the benefit you will receive as opposed to the qualifications he or she possesses.

Once proposals begin to arrive, you can begin the elimination process. Scrutinize each packet thoroughly; immediately disregard those whose material contains errors or are not of the highest quality. Presentation is everything because these materials are a window into the quality of the consultant's work product.

Next, set up interviews with each of the consultants you feel will fulfill your goal, preferably in person if the consultant is in the same geographic area, or via telephone or videoconference for those outside your region. Interview them as you would a potential employee, for that is what they will be for the period they are contracted by your firm. Include the following questions in the interview process:

1) Who else will be working on our problem or situation?

2) Is an assessment or analysis necessary? Who will conduct the assessment? How long will the assessment take? Is this assessment part of your fee or is it a separate charge?

3) What is the end product of your assessment, i.e., a report, a printout, recommendations; and what is the follow-up?

4) If training is necessary, do you provide such training?

5) Will you meet with other members of our firm before we decide to make a commitment to hire you?

6) How will the process of assessment and/or analysis, actual implementation, and training (if necessary) affect our billable hours or staff time?

7) Do you charge a flat fee or hourly? What is included in either of those billing methods?

8) If you are hiring a trainer:

• Will you demonstrate a portion of the training program prior to hiring?
• Who can observe the program in addition to the participants?
• What materials can we keep? Is there an extra charge for those materials?
• Who owns the rights to this program, and can we teach it without you?

Conduct the candidate interviews with individuals within the firm who are pivotal to achieving the goal. To ensure cooperation from all parties, you should have a team of attorneys and administrative leadership to assist you in the decision process.

When you have selected a consultant, establish objectives and develop an action plan. With the action plan in place, you can watch the progression from implementation to conclusion while monitoring the success of each step.

Ask the consultant for regular progress reports. Instruct the consultant to include answers to the following questions in the reports:

• Are you on schedule with the action plan?
• Where have you run into obstacles? Did you receive the appropriate assistance from members and staff of the firm?
• Are you still within original projected costs?
• What can be done to facilitate the progress of the action plan?

Keeping on top of the consultant's progress will help keep your costs down and ensure the end product meets your firm's goal.

When the action plan, whether for a specific consultant's services or a training program, has been fully implemented, ask for a full report detailing the entire experience. The results attained should match the original goal for which the objectives were developed from the needs assessment. If the results do not match the goal, then the consultant has not fulfilled his or her contract. Meet with the consultant to review the outcome and, if necessary, establish an alternate plan. Redo a portion of any program or process until the entire goal has been met.

Dr. Sharon Meit Abrahams is the Director of Professional Development for the international law firm, McDermott Will & Emery, LLP. Dr. Abrahams has more than 20 years of experience in the training and education field, specializing in client relations, marketing, sales, communication, and management development training. She is a prolific writer, publishing articles and a book related to professional development within the legal profession. Her book '100 Plus Pointers for New Lawyers on Adjusting to Your Job' is published by the American Bar Association Career Resource Center.