Working with External Consultants: The Five Key Success Factors

One of the tasks that I was never academically or professionally trained for, but found myself doing more often than not, in my technical capacity, was managing relationships with external consultants.

As a programme manager, I found that capacity building of colleagues and staff in partner organisations was a key aspect of effective and efficient activity planning and implementation.

As a thematic advisor, my ability to provide training and/or support staff and partners was limited. So, outsourcing services from external consultants was a key element of effective and efficient programme management. Furthermore, some aspects of programme implementation by nature had to be done by external consultants to be valid e.g., external evaluations.

• Orientation

The external nature of the relationship means that there is a certain posture that needs to be taken. It is important to be aware that what maybe obvious to colleagues e.g. routines and procedures for requesting stationery or travel advances, will have to be explained in detail to the external consultant. So, the orientation should not be cosmetic (i.e., done to tick a box) but thorough and tailored to the external consultant’s practical needs.

• Introduction to key staff

This maybe a quick introduction of the external consultant to key relations during their assignment. It is also important to provide information on the communication lines etc. One of the best practices is also share who should be contacted when the relationship manager is not available or on leave. This will ensure that the work flow is not disrupted.

• Logistical support

The external consultant often brings on board some of the required tools for the assignment e.g., their laptop. But the relationship manager should ensure that they make all the relevant arrangements (e.g., transport) and appointments with their stakeholders. This will ensure that the external consultant has access to the relevant human and other resources to carry out their assignment. Sometimes this may include support with getting visas and introductory letters to public officials or booking accommodation.

• Constructive and on-time feedback

Providing timely and thorough feedback on deliverables from the external consultant is very important. This ensures that the quality of the outputs from the consultancy is high. Passive or quick feedback or delayed feedback reduces the quality and timeliness of the outputs.

• Empathy and professionalism

It is also important to be empathetic while remaining professional. To be aggressive and impatient especially when giving guidance can work against a very productive and long-lasting relationship. My experience is that cultivating healthy professional relationships is an investment for the relationship manager and also for their employer. The employer will have a pool of experts that they can work in the short and long term. This will save resources. Open sourcing every time technical expertise is required is costly. A lot of time is used in reviewing and evaluating open sourced bids/tenders.

The author has more than 17 years of experience in the international development field. She has managed relationships with numerous local and international external consultants. She is passionate about coaching and mentoring young professionals.