How to Effectively Work with a Consultant: Setting Yourself Up for Success

Working with a consultant can be one of the best ways to bring new capacity, fresh perspective, and specialized expertise into your organization. But there’s one question every leader should ask before signing an agreement:

“How can I make sure I’ll have a good experience with a consultant and actually get what my organization needs?”

While there’s no way to absolutely guarantee the outcome, there are clear steps leaders can take to set the stage for a positive, productive engagement. Based on both my consulting work and what I’ve learned from nonprofit leaders, here are five ways to make sure your next consulting partnership delivers real value.

1. Clarity on What, Openness on How

Before you engage a consultant, focus on clarifying the what while staying open to the how. A few guiding questions can help.

Ask yourself:

●        What problem are you trying to solve?

●        What outcome would make this engagement successful?

●        How will you measure progress or results?

A few years ago, a nonprofit reached out to me specifically asking for help implementing Asana across their team. Instead of jumping straight into tool setup, I suggested we begin with an assessment. We discovered that what they actually needed wasn’t a platform, but a shared language around project management, exposure to what makes a tool “good” for their needs, and agreement on a few core processes. Only then did it make sense to select and pilot a tool (and interestingly, they ended up choosing something other than Asana).

That experience reinforced the importance of clarity: a tool or deliverable is only as effective as the goals and processes behind it.

Once you’re clear on the what, the next step is making sure you choose a consultant who’s the right fit for your organization.

2. Choose Fit, Not Just Skills

Expertise matters,  but it’s not enough on its own. A consultant also needs to fit your organization’s culture and communication style.

This is why I research an organization’s mission, work, and values before a discovery call. Early conversations aren’t just about scope — they’re about making sure we’ll work well together.

As a leader, it helps to define what “fit” means for your organization. Is it a consultant’s communication style, relevant experience, lived experience in your field, or clarity of process? Identifying what matters most will help you choose someone who aligns with your priorities.

When consultant and client values align, the work moves from transactional to transformational.

And once you’ve found the right fit, the real work begins by engaging as a partner in the process.

3. Engage as a Partner

Consulting isn’t a handoff — it’s a collaboration. The best outcomes happen when leaders see themselves as active partners, not passive clients.

That doesn’t mean micromanaging. It means showing up in three key ways:

●        Provide input and context so the consultant has the full picture.

●        Stay visible as a sponsor to signal to your team that the work matters.

●        Check in regularly to keep the project aligned with evolving needs.

I set this expectation from the beginning. My contracts outline not only what clients can expect from me, but also what I expect from them. Leadership engagement is always on that list.

For example, when organizations are rolling out a new strategic plan or adopting new project management processes, leaders must serve as visible sponsors of the change. Their involvement signals to the team that this work matters. Without leadership buy-in, even the best-designed process will struggle to take hold.

The clients I’ve worked with understand this, and their willingness to engage fully has been key to successful outcomes.

True partnership also depends on openness, which is why transparency matters just as much as engagement.

4. Expect Transparency

A strong consultant should be clear about their process, deliverables, and fees. If something feels vague, ask questions until you’re satisfied.

My proposals are designed with this in mind. After discovery conversations, I summarize what I heard, outline how we’ll achieve the desired outcomes, and typically present multiple options at different budget levels. Each proposal includes the logistics of the engagement, success indicators, potential risks, and terms. I walk clients through it on a call, so we can refine and adjust before anything is signed.

Some of the questions I ask early on include:

●        What’s driving this project? What’s changed?

●        What’s been tried already?

●        What ultimate outcome are you hoping for?

●        How will we know the project has been a success?

●        What risks or concerns do you see?

●        What value will you gain — and what would it cost you not to do this project?

These conversations aren’t just about information-gathering. They set the tone for a transparent relationship where nothing is hidden, and both sides know exactly what to expect.

Even with transparency, things rarely go exactly as planned . That’s why building in checkpoints is essential.

5. Build in Checkpoints

Don’t wait until the end of an engagement to find out if you’re on track. Regular check-ins and milestones give you the chance to adjust as you go.

For example, during one strategic planning engagement, the leadership team requested that our sessions shift from 3-hour blocks to 90-minute increments. I hesitantly agreed, but soon realized the shorter format didn’t allow for education, discussion, and closure in the same way. About halfway through, I met with the Executive Director to reassess. Together, we decided to add three extra sessions to ensure the process was thorough and effective.

It wasn’t ideal, but it worked — and it only happened because we had checkpoints built into the process that created space for adjustment.

The reality is that something always shifts. Sometimes it’s a small logistical tweak. Other times it’s a major change like new leadership, funding shifts, or shifting priorities. Building in checkpoints ensures the engagement stays relevant and effective, no matter what kind of change arises.

Final Thoughts

You can’t guarantee the perfect consulting experience, but you can dramatically increase the odds of success. Clarify your “what”, look for fit, treat it as a partnership, expect transparency, and build in checkpoints.

When those pieces are in place, consulting isn’t just about solving a problem — it becomes a way to strengthen your organization, align your team, and build lasting capacity. A good engagement leaves you not only with a deliverable, but with stronger leadership and new tools your team can carry forward.

Your turn:

If you’ve worked with a consultant before, what made the experience effective (or not)? I’d love to hear your perspective.