How to work with external learning vendors

Part 1

More and more companies are shifting their processes to outsourcing or bringing in external experts for projects that were previously handled in-house. It’s only natural — life and business evolve, and we either adapt and thrive or slowly fade into the stagnation of a fixed mindset.

Given my experience, network, and deep love for my field, I work on many projects that involve external experts. And through this, I’ve accumulated quite a hefty baggage of insights — so much so that one post could never fit it all. Maybe I should turn this into a series?

For now, let’s start with this:

I’ve seen plenty of service providers who, to put it mildly, seem surprised by the idea of multiple meetings to discuss the topic, key messages, and overall direction.

Their attitude?

“I know my stuff, I’ll show up, ‘deliver your program,’ and be on my way.”

I’ve witnessed everything from barely concealed irritation to full-blown arrogance — ranging from “Oh, corporate world and its bureaucracy” to “Yes, yes, we understand, you have your processes” (insert dramatic eye-roll).

I’ve made my peace with it.

And when I, ever so diplomatically, suggest reading a few articles about our company — just as a subtle hint that it might be a good idea to understand the corporate culture before stepping in — I sometimes get a golden, rare response: “Of course, I’ve already read them!” (Dear expert, may you stay in my heart forever.)

More often than not, however, I get a nonchalant “Sure, I’ll read them” — and, of course, they never do. So, I end up summarizing everything myself at the very first meeting — just so no one gets prematurely excited.

After years of fine-tuning this process, I’ve polished it to the point that I feel compelled to share.

Because, as it turns out, sometimes it's nearly a rocket science.

To avoid “Olya, we tried to brief him, but he refuses to be briefed” situations, here are my recommendations:

When conducting a tender or negotiating with a potential learning vendor:

Culture matters.

At the very first meeting, give a clear snapshot of what your company has been up to over the past 3–5 years — its culture, industry specifics, and strategy. But don’t just dump information — prepare in advance and tailor it to the project and the expert you’re bringing in.

For example, if you’re hiring a facilitator for a project management course, go through past program results in your company and present a short, structured summary.

Bonus: While they listen, they have time to orient themselves and give meaningful responses.

Results are crucial.

When it’s their turn to speak, listen carefully and filter out the fluff. How transparently and precisely do they discuss the results of their past projects? What precise outcomes can they demonstrate? At a recent meeting, I asked, “What were the measurable results in Company A after your course?” The response? “Oh, right, I should probably check on that.”

This is NOT a job interview.

Keep the conversation balanced — don’t let it turn into an interrogation, but do make sure to assess whether this expert is the right fit for your company’s needs.

How?

Learn their commercial proposal in advance. Pay attention to the details — what they highlight first, what they leave last, how well it’s structured, and whether they sent it ahead of time.

Test for flexibility.

At some point during the meeting, carefully ask them to share something relevant — a program outline, platform demo, or materials. For instance, in a recent meeting with a language training provider, the rep immediately shared her screen and demonstrated the platform employees would use. A trainer could showcase their Miro board with facilitation tools, a speaker could preview their slides, etc.

This helps you, as a project leader, assess their flexibility and see whether they actually prepared for the meeting.

Watch for conflicts of interest.

Always check open sources for information about the provider’s current employer. If they’re not an independent consultant but are officially employed by one of your competitors —well, you can guess where your ideas, processes, and internal insights will end up. Sure, you’ll come up with new ones. But why create unnecessary risks?