At a recent community event, I encountered a bowl of fortune cookies.

I cracked one open and surprise – it tasted better than expected. Then I read the little slip of paper.

You always have the right answers, it said. They just sometimes ask the wrong questions.

I started laughing. Is there a series of fortune cookies designed specifically for consultants? If so, how do I collect the full set?

This fortune has been sitting on my desk for months, awaiting a response.

You’re paying for answers – but will you use them?

For the record, nobody has all the right answers, especially me. As we discussed in last month’s post, I try to model humility in all things, especially when I go to work.

With the understanding that not all advice is good advice, and not all good advice is actionable, it still amazes me how many organizations hire consultants and then ignore their suggestions. Consultants, how many of these have you heard?

• Yes, fundraising events are inefficient and exhausting, but we’re going to keep doing ours. In fact, let’s add another to the calendar!

• Sure, term limits could be valuable – but not for our board.
  

• We charge for services, but we have no idea what it costs to deliver those services. No, we don’t have time to figure out which ones are profitable and which ones lose money.
  

• Board financial training sounds like a great idea. How about next year, after we get through our fiscal crisis?

In most cases, organizations bring in consultants to help change things. Why spend all that money and time … and then keep doing what you’re already doing? What’s the point?

Teaching your clients to ask better questions

When I started consulting 25 years ago, I focused on fundraising. I quickly discovered that a lack of money – the typical reason nonprofits seek out a fundraising consultant – was a symptom rather than the underlying disease.

In response, my suite of services has expanded. Now I also support organizations with strategic planning, board and staff development, marketing, and many other topics. Addressing these “upstream needs” creates better conditions for fundraising and therefore better results.

As the fortune cookie suggests, one aspect of my work has been teaching nonprofits to ask better, deeper questions. Compare these two:

• “How can we raise more money?” vs. “How can we become more sustainable?”

The first question is fine, but it addresses only one symptom. The second includes fundraising, while opening the door to a wider conversation about mission, niche, succession planning, financial management, etc. Other examples:

• “How do I get that grant?” vs. “How do grants fit into a diverse mix of income?”

• “How do I start a new nonprofit?” vs. “I have a great idea for creating change. What are the best options for implementing my idea?”

• “How do I get my board to raise money?” vs. “What are appropriate fundraising expectations for board members?” Or maybe this: “How do we create a fundraising culture on our board – and how would we know?”

When you help your clients think holistically, you get better results – and they’re more likely to implement your advice.

Fortune cookies I’d love to see

If I were designing fortune cookies for consultants, here’s what I would write.

The consultant should never work harder than the client.

Charge more – you’re worth it.

We’ll all be working for ourselves one day – you just got there first.

Want to appear wise? Listen twice as much as you speak.

Don’t like your boss? Then complain about yourself.

Back away from your computer now! Put down that phone!

Teach your clients to ask better questions.

What’s your fortune?

If you were writing fortune cookies for consultants, what would they say?

Feel free to use the comments section below. I’d like to know!