The Consultant

Who put the "con" in consultant? It's a question that gets asked often because, let's face it, when we hear the term, we think about people coming into our organization to do little more than tell us what we already know. And charge a hefty fee! In essence, we're being conned. But why? Well, one reason is that the relationship probably isn't based on trust. Or perhaps it's solely based on trust. Either choice comes with its own advantages and disadvantages. A relationship based on trust does seem ideal. However, a problem with this strategy is that many disciplines (and thus people) are required to perform many of the complex consulting tasks in today's global environment. Therefore, a few, scattered relationships based solely on trust will do little good with the number of people involved in a particular project. Conversely, relationships between consulting firms and clients based on trust and past performance may be comfortable and familiar. Yet at the same time, the element of trust may not be enough to get the job done. Consultants need to find a harmonious balance between trust and providing the right people with the right skills for job in order to help their clients achieve success and avoid the "big con."