Hiring consultants of any kind is always a challenge for not-for-profit organizations. Unlike a physical product it's hard to kick the tires before you buy. Moreover, consulting services are typically very expensive, highly customized and the results of the work are sometimes mission critical. In a study we did for the United Way of New York City (UWNYC) some years ago, we found that while most of the consulting engagements UWNYC brokered for member organizations were successful, several wound up doing more harm than good. When things went bad it was usually for one or more of the following four reasons: ? The consultant was difficult to work with (he or she was often inflexible or unavailable or did not get along with staff or thought only in terms of billable hours) ? The consultant had a 'process' and was unwilling to collaborate or adequately understand the nonprofit's unique situation-- the consultant in other words was a know-it-all ? The consultant was unable to understand the nonprofit's 'big picture' or the environment in which it operated ? The project failed to build the nonprofit's internal capacity or help it grow in a strategic way