Managing the Outsider - Getting the most value from short term expertise

Hiring a consultant can be a smart, strategic move.

Whether you're bringing in extra capacity, accessing specialist skills or needing a fresh perspective on a complex problem, consultants can plug in quickly and make a real difference.

But the value they bring depends just as much on how you manage them as on what they do.

Over the years, I've seen consulting relationships succeed brilliantly and fizzle quietly. The difference? Clarity, communication and mutual respect.

Here’s a guide to managing a consultant effectively - one that works for both sides.

1. Be Clear on the Outcome, Not Just the Task

Consultants don’t need a long to-do list. What they do need is a clear sense of the outcome you're trying to achieve.

Do you want a report? A decision? A process improved?

Be explicit about the destination, then let the consultant map the path.

2. Nominate an Internal Point of Contact

Every consultant needs an internal guide. Someone who can answer questions, unblock bottlenecks, provide context and sense-check direction.

Without one, consultants waste time navigating your organisation instead of solving problems.

3. Give Early Access to Tools, Data and People

Consultants work best when they can hit the ground running. That means access - early and complete. Shared drives, data systems, scheduling tools, key stakeholders.

The faster they’re embedded, the faster they add value.

4. Treat Consultants as Part of the Team (But Not a Permanent One)

The best relationships are collaborative.

Invite your consultant to key meetings. Share the ‘why’ behind decisions. Let them see the challenges.

But remember: they’re there to work on something specific and then leave. Clear boundaries help avoid mission creep.

5. Close the Loop - And Celebrate the Wins

A good consultant will finish the job, document their handover and step away.

But it’s just as important that the organisation closes the loop.

Was the work useful? What’s being done with it? What would you do differently next time?

A little feedback goes a long way - and it strengthens relationships for future work.

What Consultants (Quietly) Wish You Knew

• We work best when the scope is focused and worst when it's constantly shifting.

• We’re not trying to replace your team; we're trying to empower them.

• If it's not working, say so early. We'd rather adjust than disappoint.

Hiring a consultant is a bit like hiring a builder.

Things go best when the brief is clear, the site is ready and the expectations are aligned. Get that right and you won’t just get the job done - you’ll get lasting value.

And who knows? You might even enjoy the process.