What missives should be at the top of your reading list? Start with The Adventures of Huckleberry Finn. Two reasons: one, it is a heck of a book. And two, when you quote Mark Twain, people think you are witty and a little irreverent. Consultants need not – and should not – read consulting books exclusively. Any well-written book, or article, any blog post, webinar or podcast, that can plant a seed of an idea, grab your attention, and make you think and then rethink your role and how to improve and develop within it is worth your time.

Some – and by “some,” I mean “a lot” – of clients believe that when junior consultants are working on their projects, they are not getting the full value for which they are paying. They think there is a sort of bait-and-switch going on, and that junior consultants cannot possibly bring the same professionalism and results that a senior consultant can. To this I say, “Nonsense!” You actually want junior consultants working on your project. Here’s why.

You know how the Internet can make an expert of nearly anyone? A shaky economy can make a consultant out of nearly any retiree or out-of-work businessperson. Virtually anyone can call themselves a consultant and hang out a shingle. They might even land a few jobs – but hopefully not on your project! Let’s take a look at three quick and effective ways to hire a bad consultant so you can run in the opposite direction.

It seems like an easy enough question to answer. Projects are unsuccessful when they don’t work, when they don’t produce the outcome that was desired. Perhaps they are deemed unsuccessful if they are behind schedule and over-budget. But a project’s success, or lack thereof, cannot be measured by a calendar or calculator alone. You can deliver on time and on budget and still not be successful.

We have all heard that some people cannot “see the forest for the trees.” We become so consumed with details that we can’t see the big picture. But we need people who can see the forest, and those who can see the trees. We need those who can narrow in, and those who can zoom out. We need people to look at technicalities, and those who can look at softer issues. A narrow, limited project approach creates unsustainability. Taking a multi-dimensional approach to projects, and reviews, is essential so we don’t lose sight of what’s important, or of the details that will help us get there.