|
Appear
to be genuinely interested in your organization?
|
|
|
Demonstrate
sufficient knowledge, capability, and experience related
to the particular problems that your organization must address?
|
|
|
Begin
the consultation at your organization's level of sophistication?
|
|
|
Respect
your organization's skills, experience, and history?
|
|
|
Remember
that the client is your organization, not necessarily the
individuals representing it? |
|
|
Listen
carefully? |
|
|
Gather
all of the information necessary to understand your organization
and to put the problem in its proper context? |
|
|
Prepare
adequately ? |
|
|
Strike
a balance between the broader picture and the details of
the specific problem? |
|
|
Have
a policy regarding confidentiality of client information,
particularly about its problems? |
|
|
Pay
attention to internal politics and assess how the consultant
fits into the picture? |
|
|
Accept
the fact that the for-profit sector doesn't always have
the answers for nonprofits? |
|
|
Realize
that the skills, tools, and processes used by the consultant
on a daily basis are not always directly applicable to your
organization and may need adaptation or interpretation?
|
|
|
Avoid
the role of "gatekeeper", letting the client develop its
own resources and contacts? |
|
|
Practice
teaching and enabling, instead of doing? |
