How to Tell a Good Consultant from a Great One

I started consulting 14 years ago. It’s not always been easy. Most times I’ve been good, a few times I’ve been mediocre, and on occasion I’ve done great work with my clients. I’ve worked with other consultants, some who have been consistently good, some great, and some… not so much. I’ve taught consulting to others – I’ve seen their struggles and their successes, and just how challenging it is to do great work for their clients.

As I aspire to be consistently great, it is helpful to differentiate good from great. Here is how I define the difference.

There are times your client needs something done, but just doesn’t have the time or resources. Perhaps to facilitate a meeting or teach a class.  A good consultant will do.

There are times your client needs an expert for a tricky situation that they don’t have the skill to do. Perhaps to design a curriculum, to develop a course, or to create a survey.  A good consultant will do.

And there are times where your client has a big problem or a tough situation. Perhaps to attract and retain talent, to take the organization to a new level, or to resolve a problem that appears to be intractable. A good consultant will not do. They need a great consultant.

Great consultants are more than just someone hired to do a job. They become trusted advisers. They are sought after. They become the one person the client wants to do business with. They work together over time on multiple and varied projects.  As a consultant, how do you move from good to great?

Both good and great consultants bring stellar expertise in the task at hand.
Great consultants bring their deep expertise but are not bound by it; they have a broader view and realize the complexity of the situation. While they have a hammer and they are good at hammering, they know other tools might be required.

Both good and great consultants deliver what they promise. No questions asked.
Great consultants deliver more than promised. Unasked. They just do.

Both good and great consultants learn quickly. They immerse themselves in the situation, problem and organization. They stay abreast of new trends in their field.
Great consultants help others in the organization learn as well. They share knowledge freely. They mentor. They coach. When they leave, others are more capable.

Both good and great consultants hope to do more work with their clients.
Great consultants make another engagement an outcome of the client’s satisfaction with their current work. Their energy is spent on doing this work right now, not developing business for the future.

Both good and great consultants are skilled at analyzing the situation and making solid recommendations for action.
Great consultants are able to uncover the underlying dynamics. They know that the presenting problem may not be the real problem. And so they dig deep and get to the root of the situation.

Both good and great consultants analyze and provide an objective view of the situation.
Great consultants are courageous enough to provide an unvarnished view of the underlying dynamics impacting the situation. It is not always easy feedback to give or receive, but vital to understanding and clarity. Even more important, they present a solution that really solves the problem over the long-term.

Both good and great consultants care deeply about their work.
Great consultants care just as deeply about the client and their organization.

Both good and great consultants want to look good in the eyes of their client.
Great consultants want the client to look good and are willing to play a supporting role, rather than a leading role.

Becoming a trusted adviser takes time, courage, intelligence and caring. When that shift occurs you have the honor of being a sounding board and the chance to stand by your client’s side on the toughest, most intractable problems. You might be called late at night or on weekends. And that is when you know you’ve moved from a good consultant to a great one. I’m always humbled and honored when that happens.