You are so right on, Lewis. I think your list is comprehensive. The only other thing I find is that organizations often select consultants they know personally, former employees who have gone out on their own, or people referred by senior staff or board members. In these cases, organizations may skip some of the points on your list. That doesn't necessarily mean that they are getting the best fit, but somehow, it can boil down to who you know on the inside.

Elaine,

Yep. I put that under Relationships, which I can't believe I left of the list. More than some of my work has come from both past positions I held within corporations and relationships with peers and clients. Good point.

Nice list LG.

I'd put an addendum to #8, since many businesses now hire consultants long-distance.

So your presentation, e.g. your PowerPoint deck has to look really professional. No typos, well thought out, well designed. The equivalent of shined shoes and a suit

Alan,

As a guy who believes culture is more important to business success than skills, I would like to see long-distance hiring go away. In any hiring pool, most are qualified in terms of skills required; few are qualified in terms of values and culture fit.

Lewis, consultants need to show proof that they eat their own cooking. Your posts last year regarding how you embarked on a direct marketing campaign for your own consultancy come to mind...

Thanks Paul. Tomorrow on bizsolutionsplus I am adding a series called Success Stories about ways we help our clients. I am doing so because of comments such as yours here, and readers comments on my blog, as well as Tweets on Twitter. What they have in common is not only that we eat our own cooking but that our clients like what we cook.

Terrific post, Lewis. I'd also add this: gain a reputation for credibility and trust by living up to your promises to clients. Give them a pleasant surprise by delivering more than they expect. Clients will be impressed and they'll be glad to spread the word about their experiences with good consultants.

Great list, Lewis. I'd add being a good listener and observer to the list. So many consultants are too eager to force their ideas on clients without regard to their wants, needs and concerns. Seek first to understand.

Claire and Lisa,

Good adds. Thanks for your contributions.

I find that people hire people that they like and want to work with more than anything. Why we like people is profoundly personal, but if that connection is made, it's a powerful one.

I would add, however, that I disagree with the strategist/tactician comment. I think too many consultants talk a good strategy because of all the books they've skimmed or B-school, but if they don't have a firm grasp on how strategy materializes on the tactical level, they give us a bad name. It's like telling an overweight person that they need to lose weight. Duh. They want to know how to execute against that strategy, not be reminded of what, in many ways, they already know.

Michael,

I agree that those who abuse strategies give us a bad name but that doesn't change my opinion that strategists make better leaders than do tacticians. Strategies should never impact tactics; tactics should only be chosed if they positively impact strategies and goals.

Good list. In PR, a sub division of no 5 (experience) on the list is needed: industry sector track record & credibility.
Plus the ability to deliver what the individual with the budget needs - and being made to look good so they can keep their job might be more important than bottom-line results in this economic climate! Maybe that's an extension of 'relationships'?