Hiring a Consultant Take steps to ensure positive results

by Shellie Pruden, DCMS director of medical practice relations

Hiring a consultant is complicated. You don't have to search far to find a physician who has had a bad experience with one. But you can take a few important steps to ensure a positive outcome.

The foundation of a successful outcome with a consultant lies in defining exactly what you need. Use the old pen-and-paper method to list what you want to accomplish, set out a specific time frame, and estimate your budget. Contact TMA, DCMS, or specialty societies to see if more information is available about the project you are undertaking. New information may be available that would change your expectations or eliminate your need for outside assistance.

Contact more than one consultant. One of the benefits of practicing in a metroplex as large as DFW is the availability of resources. Although a consultant may contact you with what would seem a unique idea, other consultants in the area have similar expertise. The benefit to you is the ability to choose the consultant who best meets your needs and expectations. Request proposals from at least two so you can compare your original goals with their proposals. A critical part of the selection process should be checking references. Ask for references from a local physician or group that had a similar need. Consider carefully the consultant's experience because your practice size, specialty, location, and business structure may be unique. You also can ask for a second opinion, much like a physician consultation. This could save you time, effort, and money on large projects.

There are two kinds of consultants: Some gather and manipulate data to produce reports and others are hired to implement change. Once you have chosen a consultant, meet with them regularly to discuss progress. A consultant doesn't know your business like you do and may make false assumptions that could affect the direction or outcome of the project.

Some talented consultants can provide far more services than you've originally intended or budgeted for. A good consultant will let you know up-front the cost and resources needed to complete the project.

The No. 1 reason physician-consultant relationships fall apart is because the consultant is hired to accomplish results that the physician doesn't really want. Bringing in an expert to redesign any aspect of a practice results in change. If your practice isn't prepared to support and accept that change, hiring a consultant is a waste of money.

Consulting can be like practicing medicine. Some patients present and say, "I don't feel well." Through diagnostic testing, you analyze and recommend treatment. That treatment may be simple and self-implemented, or it could be aggressive and require surgery. If a consultant recommends "surgery," be prepared to implement the changes that could be sabotaging the success or future of your practice.