Why do staff hate working with consultants? It’s a question many staff avoid asking directly, but it shows up in meeting side comments, disengaged participation, and sometimes open resistance.
And it’s not about staff being difficult. More often, it’s because no one told them what to expect—or how their work might shift.
As a consultant, I come in with only an external perception of the organization. Over the years, I’ve developed a practice of getting to know staff, particularly staff that are directly involved in the program/service, strategic planning, or research project I’m hired to work on.
After several projects, I noticed something: Staff may be welcoming to a consultant, but if given the opportunity, they probably wouldn’t work with one.
And it’s not because they’re unwilling to collaborate. It’s often due to:
- Not being aware that a consultant is coming;
- Not having a say in the consultant hiring process;
- The consultant not understanding the organizational culture;
- No expectations for how to interact with the consultant;
- The consultant’s inability to understand context; and
- Not clear plan for what to do next after the consultant leaves
A consultant is suddenly looped in, given access to meetings, projects, data, and strategy sessions—without staff ever being given context, clarity, or choice. That disconnect can feel frustrating and disempowering.
In many nonprofit and philanthropic spaces, consultants arrive as part of a strategic effort to fill gaps in capacity or lead big-picture projects. But what’s often missing is a critical heads-up to the staff who’ll be working alongside them.
In this month’s Ask Nicole, I’m unpacking some of the real reasons staff don’t like working with consultants. This post is for the program managers, coordinators, and team leads who are expected to engage with consultants but were never fully looped in. This post is also for the staff members who hire consultants.
Let’s talk about why this matters, what you can do when you find yourself in this situation, and how you can support your staff before the consultant shows up.
The impact of not looping in staff early
When a consultant is brought in without first communicating with the staff who’ll be most affected, it can breed confusion, distrust, or even resistance. In addition to their day-to-day, then now have to make space for this person. A person who they understand was hired for their skillset, but doesn’t know the program, service, or organizational context. These are some of the more common reasons why staff hate working with consultants: they’re brought in without any context, leaving staff to figure things out as they go. Even if they know the consultant is here to support the team, understanding the purpose for the consultant’s arrival, the timeframe they’ll be there, and how the consultant’s work will support theirs will go a long away in staff being more engaged.
How staff can ask clarifying questions to understand scope
One of the most effective things you can do is encourage staff to ask questions early on. These might include:
- What is the consultant here to do?
- How will they be interacting with our team?
- Will they be observing, advising, or producing deliverables?
- What do we need to have prepared before they arrive? (e.g., document access, meeting times)
These kinds of questions not only help you understand expectations, but they also model proactive communication and give others permission to speak up as well.
Orient staff to the project (and process)
We often think of onboarding as something consultants need—access to documents, introductions to staff, and clarity on goals. But what about the reverse? Staff deserve their own orientation to the project, especially when their roles or workflows will intersect with the consultant’s. This can include a team briefing, a timeline overview, or a discussion about preferred communication styles. Staff shouldn’t be expected to just “go with the flow.” Orientation is a two-way street that sets everyone up for success.
Staff-driven checklist for preparing for the consultant’s arrival
When staff get advance notice—or even if the consultant is already engaged—having a quick internal checklist can help staff feel more grounded. This might include: reviewing the project scope, clarifying your team’s role, identifying your point of contact, and naming any concerns early. You might even want to schedule a pre-meeting with your team to align on your internal goals and boundaries. Think of this as setting your team up to be proactive participants instead of reactive recipients.
Key takeaway
Working with consultants doesn’t have to feel disruptive or disorienting. If you want to shift the narrative about why staff hate working with consultants, you have to center their experience from the very beginning. With the right internal communication and a bit of intentional prep, staff can engage more confidently, ask better questions, and protect their time. Staff deserve clarity—and a seat at the table—especially when external partners are brought in. The more staff understand their role in the process, the more collaborative and constructive the work can be.
Raise Your Voice: What do you wish your organization had done to better prepare staff for working with a consultant? Share below in the comments section.
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