Flawless Consulting

1. Flawless consulting is about authenticity and completing the business of each phase

Authentic behavior by the consultant is essential to operating flawlessly.

Authenticity is key. Flawless consulting requires consultants to be genuine and transparent in their interactions with clients. This means expressing thoughts and feelings directly, even when it feels uncomfortable or risky.

Complete each phase thoroughly. The consulting process consists of distinct phases: contracting, discovery, feedback, and implementation. Each phase has specific tasks that must be completed to ensure success. Skipping steps or rushing through phases can lead to problems later in the engagement.

Focus on the process, not just content. While technical expertise is important, how consultants manage the relationship and process with clients is equally crucial. Pay attention to the emotional and interpersonal dynamics at play throughout the engagement.

2. Contracting sets the foundation for successful consulting engagements

The point of maximum leverage for consultants is probably during the contracting phase of the project.

Negotiate wants and offers. Clearly articulate what you want from the client and what you're offering in return. This includes access to information, support from key stakeholders, and realistic timelines.

Address control and vulnerability concerns. Clients often worry about losing control or being exposed. Discuss these concerns openly to build trust and set realistic expectations.

Establish a 50/50 partnership. Aim for a balanced relationship where both consultant and client share responsibility for the project's success.

• Discuss roles and responsibilities
• Agree on decision-making processes
• Set clear boundaries and expectations

3. Discovery involves redefining problems and examining organizational dynamics

The client's initial attempt to describe to us the cause of the difficulties is called the presenting problem. As a consultant, I never accept the presenting problem as the real problem without doing my own discovery and analysis.

Look beyond the surface. The presenting problem is often a symptom of deeper underlying issues. Consultants must dig deeper to uncover root causes and systemic patterns.

Examine how the problem is being managed. Pay attention to the organizational culture, power dynamics, and management styles that may be contributing to or maintaining the problem.

Use multiple data collection methods. Employ a variety of techniques to gather information:

• Interviews with key stakeholders
• Surveys and questionnaires
• Document analysis
• Direct observation
• Group discussions

4. Feedback meetings are crucial for building client commitment and action

The purpose of every meeting is more than the presentation of your data. You want to get the client's reaction to the data and recommendations, and you want to get the client to do something as a result of your study.

Structure the meeting for engagement. Follow a clear agenda that allows for both presentation and discussion. Allocate time for:

1. Restating the original contract
2. Presenting findings and recommendations
3. Eliciting client reactions
4. Discussing next steps and action plans

Focus on actionable insights. Present a clear, simple picture of the situation that highlights key issues the client can address. Avoid overwhelming the client with too much data or complex analyses.

Encourage client ownership. Throughout the meeting, involve the client in interpreting the data and developing solutions. This builds commitment and increases the likelihood of successful implementation.

5. Resistance is a natural part of the consulting process and should be embraced

Resistance then is not only predictable and natural; it is a necessary part of the learning process.

Understand the roots of resistance. Resistance often stems from fears about loss of control, vulnerability, or the challenge of facing difficult realities. It's not a personal attack on the consultant.

Recognize common forms of resistance. Be aware of how resistance manifests:

• Requests for excessive detail
• Attacks on methodology
• Silence or passive agreement
• Intellectualizing or changing the subject

Address resistance directly. Name the resistance you observe and invite the client to discuss their concerns openly. This helps move the conversation toward productive problem-solving.

6. Implementation requires engagement and a shift from installation to collaboration

Deciding doesn't get it done.

Move beyond top-down approaches. Avoid relying solely on leadership mandates, rigid standards, or excessive measurement to drive change. These can create compliance but not true commitment.

Design for engagement. Create opportunities for people at all levels to participate in shaping the change:

• Hold inclusive meetings and workshops
• Encourage open dialogue about challenges and possibilities
• Give people real choices in how to implement changes

Focus on building capacity. Help clients develop the skills and mindsets needed to sustain change long after the consultant leaves.

7. The consultant's role is to build client capacity and solve problems sustainably

Our own actions, our own awareness: this is what we should be held accountable for.

Shift from expert to collaborator. While technical expertise is valuable, the consultant's primary role is to help clients develop their own problem-solving capabilities.

Emphasize learning over solutions. Focus on helping clients understand the root causes of problems and develop sustainable approaches to addressing them.

Be clear about accountability. Consultants are responsible for the quality of their work and process, but ultimately, clients are accountable for implementing changes and achieving results.

8. Internal consultants face unique challenges but can leverage their insider knowledge

As an internal consultant, you are at every moment embedded in some part of the hierarchy and the politics of the organization.

Navigate complex relationships. Internal consultants must balance their role as organizational members with their consulting responsibilities. This requires:

• Clear contracting with both clients and supervisors
• Managing potential conflicts of interest
• Maintaining credibility across different organizational levels

Leverage organizational knowledge. Use your insider understanding of culture, history, and politics to inform your approach and recommendations.

Be aware of limitations. Recognize potential blind spots or biases that come from being part of the organization. Seek outside perspectives when needed.

9. Whole-system discovery approaches can lead to more sustainable change

The power of the whole-system approach lies not so much in management sponsorship but in the high engagement and involvement of the entire organization.

Involve a cross-section of stakeholders. Bring together representatives from all parts of the system affected by the change to participate in discovery and planning.

Create a common database. Ensure all participants have access to the same information and can contribute their insights.

Focus on dialogue and co-creation. Design processes that allow for meaningful exchange of ideas and collaborative problem-solving.

10. Focusing on gifts and possibilities can unlock transformative potential

When we traditionally think of a teacher we conjure up someone who knows. Someone who will impart knowledge. Conversely, when we think of a student, we think of someone who does not know and who needs to acquire knowledge.

Shift from deficit to asset-based thinking. Instead of focusing solely on problems and weaknesses, explore strengths, capacities, and untapped potential within the organization or individual.

Ask generative questions. Use inquiry to stimulate new thinking and possibilities:

• "What do we want to create together?"
• "What's working well that we can build upon?"
• "What unique gifts does each person bring to this situation?"

Encourage experimentation. Create safe spaces for people to try new approaches and learn from both successes and failures.

11. Virtual consulting requires extra care in building relationships and trust

E-mail doesn't count.

Recognize the limitations of virtual communication. Be aware that virtual interactions often lack important nonverbal cues and can be prone to misunderstandings.

Invest in relationship-building. Make extra effort to connect personally with clients in virtual settings:

• Use video calls when possible
• Schedule informal check-ins
• Be explicit about building trust and rapport

Design for engagement in virtual settings. Adapt face-to-face techniques for online environments:

• Use collaborative tools for real-time interaction
• Break large groups into smaller breakout sessions
• Incorporate frequent opportunities for participation and feedback

12. The principles of flawless consulting can revolutionize fields like education

If we want to reform education, at the heart of the matter is a shift in thinking about teaching and learning.

Rethink traditional roles. Apply consulting principles to transform hierarchical relationships (e.g., teacher-student) into more collaborative partnerships focused on mutual learning.

Create new social contracts. Negotiate clear agreements about expectations, responsibilities, and desired outcomes. This builds ownership and commitment from all parties.

Focus on engagement and discovery. Design learning experiences that emphasize active participation, inquiry, and co-creation of knowledge rather than passive reception of information.

Last updated: January 24, 2025