by Ed Barks

A natural tension exists between association executives and consultants who serve them and their members. Yet that tension is actually somewhat comical when you stop to think about it. After all, many consultants are themselves former association executives.

Is consultant a dirty word? Admittedly, there are some consultants whose chief goal is to transfer an association's money into their pockets. But conscientious consultants want to eliminate those bad apples, too.

For a more complete answer to the questions, let's consider how some leading association executives view the situation.

Get in Alignment
There "has to be an alignment of interests" between associations and consultants, says Joel D. Albizo, CAE, executive director of the Council of Landscape Architectural Registration Boards.

Albizo feels strongly that the "relationship is a two-way street, and the client needs to be a good partner as well." As with any business transaction, both parties must treat the other with respect.

"The relationship becomes healthy when you trust them," adds Carol D. Hodes, CAE, director of education at the National Institute of Governmental Purchasing.

One element that creates that sense of trust is confidentiality. We all have witnessed consultants who shout about every new client from the rooftops. But that can be harmful, because confidentiality should be a strong suit for every consultant.

As John Maisel, publisher of Electrical Contractor, a publication of the National Electrical Contractors Association, points out: A good consultant is "someone I can be totally honest with and trust that honesty will be treated in a confidential manner."

Managing the Relationship
What else goes into the makeup of a stellar consultant?

According to Cheryl Kreider Carey, CAE, executive director of the American Academy of Audiology, "They want to make us look good" without seeking the limelight. "I want consultants to be invisible to my members."

Bridgette L. Bienacker, director of business management and membership at the Sheet Metal and Air Conditioning Contractors National Association, offers a somewhat different perspective. Success with consultants "can depend on the relationship they have with our members," though she also points out that consultants are advised to go through her office rather than contacting chapters or members directly.

"The quality of that relationship," Albizo says, is vital to a successful engagement.

Good consultants "are good communicators," says Andrea M. Falzarano, CAE, account executive with Drohan Management Group. She cites one example of a positive experience with a consultant: "He went a little outside the box to help me solve my problem."

Maisel goes a step further, suggesting another name for the cream of the consultant crop: counselor.

Not All Is Sweetness and Light
Clearly, many associations maintain positive relationships with a stable of consultants. Yet the natural tension can lead to problems.

"What I don't like is someone who comes across as a consultant but is only a vendor," Maisel continues. He cites an example from one association where he worked that used "a very high-priced series of consultants" who were self-proclaimed experts on branding. The association learned the hard way, parting ways "after a lot of money was expended."

His top suggestion? Avoid those who try to pass themselves off as consultants "when they've been laid off." Of course, this is also the bane of experienced consultants as well as their association clients.

Associations "want to feel there is a commitment to solving the problem instead of upselling," Albizo says. "If the client feels it is only a source of billable hours, it is not a great relationship" since it amounts to "selling what the consultant has to offer rather than [delivering] a solution to a problem."

Bienacker mentions another problem with some consultants: "They sometimes don't listen enough to learn about the needs of our association."

This suggests the need to pour more care into the relationship up front, discussing context, opportunities, and problems. Of course, this dedication of time and energy applies both to association executives and consultants.

Taking the Leap
Maisel cautions that there is no certainty to the vetting process when considering a consultant. "Sometimes you have to go down the road a bit with them. It might cost you some money along the way."

In the final analysis, it does not appear that the term "consultant" is viewed as a dirty word by association executives, provided both parties treat one another with respect and work conscientiously to manage the ongoing relationship.

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Ed Barks is president of Barks Communications and a member of ASAE & The Center's Consultants Section Council. Phone: 540-955-0600.

Copyright © 2010, Edward J. Barks. All rights reserved.