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

Down markets place tremendous pressure on managers to cut corners to keep their companies afloat. What is the right amount of emphasis I should place on ethics in my consulting services?

I infer from your question that you are concerned that you may jeopardize your engagement if you push ethics on a client who is inclined to cross the line. This is a misinterpretation of your obligation as a consultant. As with most professional services acting in the public interest, consultants have a responsibility to uphold the highest standards of ethics and professional conduct. You should feel that your ethical sensibilities are more important than ever in times like these. As Edmund Burke famously said, "All that is necessary for evil to triumph is for good men to do nothing."

The IMC USA Code of Ethics, paragraph 11.0, states that, "If within the scope of my engagement, I will report to appropriate authorities within or external to the client organization any occurrences of malfeasance, dangerous behavior, or illegal activities." This means that you have an obligation to participate in assuring ethical behaviors, both yours and your clients. It is unclear how you would be proud to facilitate unethical behavior on behalf of your client.

Tip: Your ethics can be a source of your greatest value to a client. You can serve as an antidote to the pressures that can lead to an ethical lapse. Consider how, when you may be tempted to transgress, how important it is to be reminded of your responsibilities by others. Talk to your client and candidly discuss how you recognize how much pressure there may be on anyone in the company and that you bring a strong commitment to ethics as part of your value. This is another situation where having a CMC (Certified Management Consultant) gives this argument solid credibility.

© 2009 Institute of Management Consultants USA