I have a new client whose company seems to be crawling with outside consultants. I am not convinced that I want any of them involved in areas for which my sponsor has engaged me. How should I make that clear?
Although most times we may be the only, or principal, consultant in a company, it seems increasingly common these days to be one of many. This makes sense, since we each have our areas of expertise and don't expect to be the expert on everything. We were brought in because of our reputation and referral on a specific skill, technology, or ability. Other consultants were brought in because they bring their own expertise.
I suggest you consider this a tremendous opportunity rather than a problem. What could be better than to work alongside someone withgreater skills than you in a discipline important to your client on a problem in the same general area? Other than the obvious benefit of getting to meet and observe in action some new professional colleagues, this is a fabulous opportunity to improve the quality and effectiveness of your own work product for this client. Everyone wins here by collaboration.Tip:
Take the initiative to collaborate. Talk to the other consultants in the client office about getting together at least once (on a regular basis would be better) to discuss how you might all collaborate to best serve the client. Maybe you can arrange a brown bag lunch every week or two to discuss ideas or resolve problems you face individually. Even better is to discuss your findings and recommendations before presenting them to your client to be sure your recommendations do not create a conflict between different parts of the organization. Be careful to run this idea by your sponsor to be sure there isn't something in office politics or confidentiality you should attend to. © 2009 Institute of Management Consultants USA