Over the years, we’ve offered behind-the-scenes perspectives in Board President Confidential and Treasurer Confidential. In Trainer Confidential, published at the start of the pandemic, we discussed how to move in-person programs online.

In the same spirit, we invite you to eavesdrop as Laurel, Bob and Andy discuss the philosophy and challenges of nonprofit consulting.

Andy
Let’s begin with a few questions:

• How can nonprofits best use consultants? When should they avoid consultants and look for other kinds of support … or simply figure it out themselves?

• What typical mistakes do organizations make when contracting and working with consultants? How can we help them avoid those mistakes?

• What’s one thing organizations really need to know before hiring a consultant?

You + us = partnership

Laurel
After ten-plus years as a consultant, I still approach my work with a healthy dose of skepticism. Resources are precious and hiring a consultant can be a major investment. With that in mind…

• Consultants aren’t silver bullets, but we can provide coaching, resources, or execution around key pain points or areas where you’re stuck.

• Consultants can offer a valuable outside perspective that either shines new light on an existing challenge or helps people hear information in a different way.

• It’s a partnership – and real partnerships require trust and transparency. Once you’ve decided to engage a consultant, find one who listens and responds to your unique challenges. You should feel like you can be open and honest and expect honesty and authenticity in return.

Graduating our clients

Andy
Thanks, Laurel. This is excellent, actionable advice – so listen up, everyone!

I also want to explore the ways that consultants and their clients mess up. For example, I attended a conference that included a track for consultants. One session was titled, “Increasing Client Dependency.”

Yuck! No wonder consultants get the side-eye.

My goal is the opposite: I want them to graduate. My friend Sharon Behar taught me, “The consultant should never work harder than the client.” I often say to potential clients, “I’m going to create more work for you, not less.”

Our job is to increase client capacity to do the work themselves. Maybe this isn’t a great business model, but it’s the only ethical way to do the work.

Bob
I agree completely. We are very explicit with our clients: our intent is to help them build capacity. We won’t do the work for them. Rather, our role is to add value and make explicit recommendations to help them become more effective and self-directed.

Working ourselves out of a job?

Andy
OK, consider this scenario. You engage with an organization – board development training, fundraising support, strategic planning, whatever – and successfully complete the work. Three years later, having recruited new staff and board, they request the same support.

Because they never created a process for sharing that wisdom internally, they continue to rely on outside expertise (us) to repeat the process. This strikes me as a failure.

By way of a counter-example, I facilitated a strategic planning process for a client about five years ago. When it was time to update the plan, they hired me to lead a two-hour conversation to launch the process, then completed the project themselves. Yes!

I guess I’m asking a larger question: How do we work ourselves out of a job? And is that a useful or realistic goal?

Laurel
Interesting question. Bob and I talk about this all the time with potential clients, but I’m cognizant that this can sound disingenuous. For me, it’s absolutely true.

I recently worked with a client to make a difficult decision that resulted in a considerably smaller contract for us but was better for the organization. I felt good about that.

Managing client expectations

Bob
We have certainly talked ourselves out of some jobs! Boards aren’t always interested in hearing what will be required from them. They want someone to do the work and leave them out of it.

We can provide strategy and advice, but in the end the work is yours. If you’re going to hire a consultant, you need to understand that.

When clients get stronger, it’s good for business

Laurel
If we can help organizations feel more effective, efficient, or just heard, that matters. Some folks believe consultants are in it for the money and always trying to sell them something. However, most of us have worked in the sector for years and are just as mission driven as our clients.

If you can’t demonstrate to your clients that you’re actually helping them make progress, why would they continue to trust or value you?

Our most consistent clients are those who no longer need us for what they initially requested. When they find themselves facing a different challenge or considering a new strategy, they think of us because they know we’ll get results together.

Bob
When the client-consultant partnership works well, organizations make some big leaps. This is always our goal for our clients, for them to take that big step that lets them have a more positive impact.

Andy
I agree. And I appreciate your thoughtful responses.