“Changing what we have the power to change, accepting the things we cannot change, and becoming wise enough to know the difference between the two.” It is a very old saying, and one that many people aspire to. But when it comes to implementing quality within your business, many feel they have or should have the power to effect change themselves. Sometimes, however, an outsider might be best to help lead the change. Here are a few reasons why:

• Sometimes a Six Sigma consultant is better than we are.
  I know, it is not so. But just sometimes there are Six Sigma consultants that actually do know more than we do on a certain subject. Why not think about outsourcing, which will allow us to focus our energies on more important tasks. Do not worry, you will still get the credit. Just make sure you hire Six Sigma consultants with the proper credentials.
• Consultants are more skilled at explanations.
  Let’s face it. If you come from an engineering or statistics background, you need strong analytical and problem solving skills. In order to earn their living, Six Sigma consultants need strong verbal and written communication skills. Since their core competencies are honed, they might be best to help with the implementation.
• Company employees may be biased.
  Implementing quality within your organization is not about writing and distributing a manual. It is a new way of doing work with a new set of tools – and it’s going to have profound implications on your compensation and organizational structure. Even though you may be calling ‘straight’ shots, others may feel you have ulterior motives. An outside Six Sigma consultant, however, has nothing to win or lose by their recommendations.
• Six Sigma consultants are easy to blame.
  Do you have to reorganize? Is someone going to lose power when you implement Six Sigma and process management? Decisions can lead to fallout within your organization, and sometimes it is easier to blame the Six Sigma consultant than to have to take sides within the company. And if the implementation does not work – well, that is the consultant’s fault also!

When it comes down to it, Six Sigma consultants have typically seen and implemented quality within many organizations and because of it are granted more influence in the corporate world than internal staff. We could deny it and get upset about it, but is it worth it? Instead, maybe we would be better served by changing what we can, accepting that which we cannot, and knowing the difference between the two.

Note: The author is not a consultant and this article is not an endorsement for consultants.