The Right Consultant May Do Less, Better

A longer service list does not always mean a better fit

When nonprofit leaders look for consulting support, it can be tempting to choose the provider who appears able to do everything. But a broad “full-service” promise can make it harder to understand where a consultant brings truly distinctive value.

At a recent Heart of Des Moines Consultant Collective Table Talk, Debborah Harp challenged consultants to stop evaluating their businesses primarily by asking, “What can I do?” Instead, she encouraged them to identify the single most critical problem they solve exceptionally well.

That advice is valuable for consultants. It is also useful for nonprofit leaders deciding whom to trust with an important strategy challenge.

Why a narrow consulting niche can benefit nonprofits

Large firms may offer a wide range of services across many disciplines. Independent consultants and small firms create different value when they bring a narrow, deep focus to a problem they understand thoroughly.

A focused consultant should be able to explain the challenge they solve, the clients who benefit most, and the approach that makes their work different. That clarity helps a nonprofit assess fit before investing time and money. It also reduces the risk of hiring a generalist whose capabilities are broad but whose experience with the organization’s most consequential problem is limited.

A four-step process for defining focused expertise

Harp outlined four practical steps consultants can use to narrow their focus.

1. Perform an internal competency audit

List the work you can do, then examine where your knowledge, experience, results, and confidence are strongest. Capability alone is not the same as a compelling consulting position.

2. Identify the one big problem

Look for the recurring challenge where projects always seem to begin or where clients struggle most. Harp’s discussion prompt put the question plainly: If every other area of your business stayed exactly where it is today, what one improvement would create the greatest increase in growth?

For a nonprofit, a parallel question may be: If everything else stayed the same, which solved problem would most improve our ability to deliver the mission?

(Resource: Eric Partaker)

3. Differentiate your how

Expertise is only part of the value. A strong consultant can describe how they approach the work and why that method is useful for a particular client or challenge. Nonprofit leaders should listen for a clear process, not just a list of deliverables.

4. Create a not-now filter

Harp encouraged consultants to accept projects that use their core expertise and serve clients who match their ideal client profile. Other opportunities may be possible, but they are not necessarily right now. This discipline protects quality and creates room for the work where the consultant can contribute most.

Questions to ask when choosing a strategy consultant

A nonprofit leader can use the same framework during a consultant search. Ask potential partners:

·        What is the most important problem you help organizations solve?

·        Where do projects like ours typically get stuck?

·        How is your approach different from that of other strategy consultants?

·        What kinds of organizations and engagements are the best fit for you?

·        What work do you decline or refer to another specialist?

The last question can be especially revealing. A consultant who understands their boundaries is more likely to recognize when another expert should be involved.

Specialization can lead to stronger collaboration

Focused expertise does not mean a nonprofit must address every challenge in isolation. It can make collaboration easier. When consultants know their strongest contribution, they can refer clients, build the right team, and bring in complementary expertise without blurring accountability.

That principle is central to HODM. The collective connects nonprofits with trusted local professionals across distinct areas of expertise while giving consultants a place to learn, share candidly, and make useful connections. We are better together because each member does not have to be everything to every client.

If your nonprofit is looking for a strategy consultant in Central Iowa, begin with the most critical problem you need to solve. Then explore HODM’s consultant network for the specialist whose experience and approach match that need.