Six Laws for Choosing a Security Consultant

Hiring a consultant can be a real challenge for security directors, who may feel like
Goldilocks trying to chose just the right one -- not too expensive, not too cheap.
But the task can be made easier by following these six laws.

Law #1: If It Says "One Size Fits All," It Doesn't Fit Anyone.

Few consultants would presume to offer one-stop shopping for all your security needs. The consultant who claims to be an expert on workplace violence, CCTV, personnel security issues, warehouse and transportation security, and proprietary information programs - or an expert on your industry plus six others - might not be the genuine article. To keep up with changes in technology, law, management and organizational structure, a consultant would have to devote 19 hours a day to staying current. In short, these days you can't be an expert generalist.

Law #2: Beware Of The Bargain.

Most established, reliable consultants have an established fee structure. It was in place long before your call came in, because they know their business and how much time and effort the project will take and what their costs will be. There will always be some negotiation, but the basic pricing should remain constant, and that's to your advantage as much as to the consultant's. Would you want someone in the middle of a year-long effort to suddenly announce that he has got to close up shop because he's losing too much money? Not only would you have to report those happy tidings to your management, but you would also have to scramble to find someone else to finish the project on time - and never for the price you were paying in the bargain basement.

Law #3: Fast, Cheap, Good - You Can Choose Two.

This is an immutable law, but there is considerable latitude for working within the law. All it really takes is some initial planning of what the assignment will entail, the development of a realistic statement of work, a fair estimate of the funds available, and a manageable timetable.

If you're only going to ask one consultant for a proposal, a good strategy is to ask that consultant to help you develop a statement of work. If you will have several candidates for the project, ask them to provide comments and questions in a draft proposal. This will level the playing field and help crystallize nagging problems into workable nuggets, and you'll know early on whether your expectations are realistic. Few consultants will decline to help out in this development process, because it allows them to showcase their brilliance and mastery of the project requirements; it is an excellent test drive without obligation.

Once you have a good grasp of the project, you can choose from three options: fast, cheap, or good. But remember, you get to choose only two of them. You may choose fast and good, but it won't be cheap; likewise, fast and cheap will rarely be very good; and if it's cheap and good, it may arrive in time for your retirement luncheon.

Law #4: The Length Of The Progress Report Is Inversely Proportional To The Amount Of Progress.

Of course, this is only true in government "In-Progress Reviews" and not in the tight-ship world of commercial activity. Right! How much should you expect to know about the project while it's going on? Beware of the consultant who balks at progress reviews and who says, "Not to worry; you'll love it when it's done." That may suffice for hairdressers and barbers, but it doesn't for the security industry.

Law #5: There's No Such Thing As Instant Experience.

Oppenheimer led the construction of the atomic bomb by adhering to this premise. You should do no less. He sought people with only the best professional reputations and competencies. How did he find and evaluate them? From the recommendations of those who knew them, on the basis of their academic and professional credentials and on the basis of their independent and creative natures.

The same applies to hiring a security consultant. Primary selection criteria include recommendations from other consultants and industry specialists you've had contact with and whose opinions you respect.

Other criteria include formal education, professional development programs and certifications by professional societies. A consultant's publications and professional papers can be valuable as well, especially if peer review is a means of selection. Consultants who write for professional publications have to keep abreast of the myriad changes in technology, techniques and trends. Consultants who are not "product-affiliated" are most likely to provide economical, creative solutions, because they can make objective assessments and recommendations.

Other resources that will help you identify the right consultant are commercial referral services and professional organizations. These groups use databases to link you with consultants who have already been screened and whose credentials have already been verified.

Since 1979, National Consultant Referrals Inc., with its stable of some 6,000 consultants across a spectrum of industries, has enjoyed a very good reputation. As a clearinghouse, their referral service is free to the consumer and rapid and comprehensive. And, as a one-stop shop for consultants in security, the best source is the International Association of Professional Security Consultants.

Law #6: Seek A Partner, Not An Accomplice.

In days gone by, this law used to apply to those who were interested in a blame-sharing relationship with a consultant in case anything went wrong with project. For some authentic cynics and skeptics, this may still be true. But, in today's climate of downsizing, rightsizing and wrongsizing - where security organizations are perhaps more resource-poor than ever before - a healthy and long-term relationship with a trusted consultant can pay huge dividends.

This article first appeared in Access Control & Security Systems Integration, August, 1996
Reprinted courtesy of Intertec Publishing Corp., copyright Access Control, August, 1996

About the author: John A. Nolan, III CPP, OCP is Chairman and Managing Director of Phoenix Consulting Group, which provides competitive intelligence, counterintelligence and professional development/training programs across a variety of industries. He is also a co-founder of The Centre for Operational Business Intelligence in Sarasota, FL where corporate intelligence practitioners from around the country and the world learn the tools and techniques necessary to prevail in the marketplace. His newest book, “CONFIDENTIAL”:Uncover Your Competitor's Top Secrets Legally and Quickly - And Protect Your Own was released by HarperCollins Business Books in June 1999. He is frequently featured in national and international media such as Forbes, George, Times of London and CNN, to name just a few. He can be reached at jnolan@intellpros.com, or at 1.800.440.1724.

Consultant Selection Worksheet

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