We work with a range of leading consultants who specialise in their own fields. These mentors are held in high regard and can deliver high levels of expertise to enhance what you do. However, we’re fully aware that not all consultants provide the level of success that you may expect and these individuals can at times give consultants generally a poor reputation, as well as potentially damaging your business.
To counter this we focus on a Consultancy Charter that sets out expectations for success from the outset. The charter demands that the following criteria are both met and satisfied in preliminary discussions.
- A consultancy agreement will set out the length of time the consultancy project is likely to take.
- Names of Parties Involved in the Contract.
- Names of Businesses and Contact Information.
- Scope of Work/Project
- Confidentiality Agreement.
- GDPR compliance.
- Termination Terms.
- Clarification around Independent Contractor Status.
- Clarity that no Conflict of Interest exists.
- Fees are agreed around activities whilst additional expenses are also set out.
- The client will set out what they hope to be achieved by the consultancy.
- The consultant will prepare a short paper around how they believe success can be achieved.
- If a financial return on investment is expected, this needs to be agreed.
- A consultancy project report is delivered to the client on a regular basis (weekly, fortnightly, monthly)
- Follow up meetings planned with scope of works updates.
The Three Hotel Consultant Models
Before you hire a consultant to assist you on your business, you should explore several options in terms solution awareness and establishing a plan to drive return on investment. Confidence v competency is also key. Anyone can sit in front of you (confidently) and sell you the dream, but have they the competency to deliver or assist with delivering from strategy results.
The Idealist
This operations/business consultant is recognised by knowing what needs doing but has no insight in to how to deliver solutions or the skills to train the solution. This consultant suddenly becomes expensive as they introduce a team of further specialists to follow the ideological solutions. This consultant can be quite manipulative to avoid people asking what value they bring to the business. It’s unlikely that this consultant will provide a proactive strategy or any paperwork/analysis to track their input. To counter this the consultant might create chaos to solve chaos whilst leaving team moral in a weakened position. It’s also often the case that this consultant will endear themselves to their pay masters and focus on any lack of progress on the failure of the team to follow instructions, which actually don’t exist anyway. This consultant won’t take responsibility or accountability for their input and will embed themselves deeply as they create sufficient chaos to sustain their role. You may see quite a few of your senior team depart the business.
The Management Team Coach/Mentor
This consultancy style involves the consultant mapping out a strategy and plan that has measurable milestones along with a perceived return on investment. This consultant will detail the solutions programme thanks to a skills set that ensures no further consultancy costs are required. This consultant will inspire success as he/she/them gets amongst the team with demonstrable, proven skills and an action plan that will grow competency within your team. Expect plenty of documentation. This coach maybe a published author and will boast a track record of success, or a passionate ex GM with relevant experience. This individual takes both responsibility and accountability for their input. This coach drives management retention because your team thrive working with this consultant.
The GM Coach/Mentor
All of the above but the consultant and activities doesn’t go past the GM. This style of consultancy is great for elevating the perception of the GM and feeds intuitively into the GM’s CPD.
The Sounding Board/Running Mate Consultant.
I think we’re all in agreement that being GM can not only be a lonely job at times but it’s also a hugely complex role that depends hugely on intuition, instinct and experience. If you’re a GM with a board that might not be connected to the day-to-day and you’re seeking solutions, inspiration and fresh eyes, then this consultant works incredibly well to bolster your position. This consultant will help you set the strategy and action plan, challenge the status quo, and help you prioritise the results you’re looking for.
Are You The Optimal Client
Key to what we do centres around enhancing the culture within your company which will already be successful. What we can’t do sadly is get involved in failing businesses that require widespread cultural support. For this you need a full time employed leader with specialist turnaround skills.
