m

WHO’S ZOOMIN’ WHO?Making it work with external partners.

Susan T. EvansSenior Strategist @ mStonerUCDA Design Summit 2013

m

mCONSULTINGIf You’re Not a Part of the Solution,

There’s Good Money to be Made in Prolonging the Problem.

m

Let’s get this over with...

Never kill a client. Attempt to find a less drastic solution. #bestadvice

http://clientsfromhell.net

m

For our purposes, let’s agree there’s plenty of blame to go around.

m

“Someone brought in from the outside to give advice.”

m

m

m

m

it depends

value addbandwidth

close the loop

right-sized

deep dive

buttoned-upcircle back

hard stoppush back

sea changetake away

wordsmith

on the same page

granular

Lingolow hanging fruit

at the end of the day

birds eye view

good to know

directionally correct

in flight

m

m

Benefits (and risks), please.

m

•You can extend staff capacity.

•You can get things done quickly.

•You can secure external validation.

•You can evaluate and plan for change.

•You can challenge the “tyranny of the immediate.”

The Benefits

m

• You may not have the same continuity in the relationship as you would have with an employee.

• You may have to pay high fees to the consultant.

• You have limited control over the consultant.

• You may not have their undivided attention because they are juggling multiple projects.

• You may get lots of good ideas that won’t get implemented.

The Risks

m

“How do you know when you need one?”

m

• You need a core competency of knowledge for a specific discipline to address a short-term project.

• You need content expertise around particular best practices.

• You need a neutral, objective party who is not living the university’s culture every day and has no agenda.

• You need to bring people together, crossing organizational boundaries.

• You need a fresh perspective because you are revisiting the same problems with the same set of solutions.

• You need to deliver a message that can’t come from the inside.

The Reasons

m

We’re not all the same.

m

“What qualities are you looking for?”

m

• Knowledge

• Credibility

• Strong emotional intelligence

• Superb communication skills

• Ability to engage and inspire

• Friendly, approachable, likeable

• All-in sense of commitment

The Qualities

We’reHIRING

m

m

“What’s the best way to get ready to hire a consultant?”

m

RFQRFP

At least some bullet points

m

• Goals

• Scope of Work

• Deliverables

• Process

• Timeline

• Project and collaboration tools (built-in check points, tracking milestones, documentation)

• Budget (10% contingency)

Think about:

m

Getting to know you. Getting to know all about you.

m

CompetencyDo you know how to do this?

m

ExperienceHave you done this before?

m

Results/OutcomesWhat happened when you

did this elsewhere?

m

CapacityWhat resources will you

devote to us?

m

DeliverablesWhat will we have in our

hands at the end?

m

TeamWho will actually do

our project?

m

Risk FactorsWhat could go wrong?

How will you prevent that?

m

Philosophy/ApproachHow do you work with clients?

m

2

m

m

m

A note about portfolios:

m

It never gets better than the pitch.

m

m

Pay attention at the start. Plan to spend time.

(No one cares about the project more than you do.)

m

Determine primary points of contact.

(Who on campus? Who on the consulting team?)

m

Establish a small, but formal, project team.

(You’ll have to fit this in with your day job.)

m

You don’t have to be right, you just have to get what you want.

(What you’re saying, I’ve already said. So why do they believe you?)

m

Think back.

Talk about it.

Consider the long haul.

Renegotiate.

This isn’t working out.

m

What’s frustrating for us?

You already know exactly what you want.

Confirm that, and only that.

You need to check it off the list.We’re doing this for show.

You want us to pick a side.Internal warfare, anyone?

You have a crazy timeline.Cheap, fast or good. Pick two.

You aren’t serious.Limited possibilities. Limited engagement.

You don’t want to hear negatives.Let’s ignore the facts.

m

Shhh! Maybe I shouldn’t tell you this...

m

A bonus tip for the empowered designer.

F**k you. Pay me.

Design is a Job. (Mike Monteiro)

m

You’re (like a) vendor if you work in...

Creative ServicesCommunications

Web ServicesIT Services

(Whatever) Services

m

Thanks!

Susan T. EvansSenior Strategistsusan.evans@mStoner.com757.903.1120@susantevans

Now for your war stories. Lay ‘em on me.

m

• HONESTYBe forthcoming about the problems that face your campus. Set aside your embarrassment and fears – and tell your consultant the whole story.

• FOLLOW-THROUGHOver time, you and your team will need to do some project work that might prove demanding and time-consuming. Above all else, the consulting relationship is a collaboration. You must hold up your end.

• COMMUNICATIONThe arrival of a consultant may spark fear, suspicion, and rumors – particularly if your campus is experiencing turmoil and uncertainty. Determine early on how much and what kinds of information regarding the consultant's work needs to be shared with internal stakeholders.

What’s the role of the client?

m

• LEARNING FROM THE EXPERIENCEIn some instances, the collaboration will mean new skills for the campus team. If you can incorporate the consultant's best insights and techniques into your own process, you may be able to handle problems on your own next time around.

• WILLINGNESS TO CHANGEThe consultant's work will often conclude with a set of recommendations. Only you can finally decide whether the recommendations are justifiable and correct – and then summon up the energy, flexibility, and plan for implementation.

Role of the client (continued)