The Consultant

Who put the "con" in consultant? It's a question that gets asked often because, let's face it, when we hear the term, we think about people coming into our organization to do little more than tell us what we already know. And charge a hefty fee! In essence, we're being conned. But why? Well, one reason is that the relationship probably isn't based on trust. Or perhaps it's solely based on trust. Either choice comes with its own advantages and disadvantages. A relationship based on trust does seem ideal. However, a problem with this strategy is that many disciplines (and thus people) are required to perform many of the complex consulting tasks in today's global environment. Therefore, a few, scattered relationships based solely on trust will do little good with the number of people involved in a particular project. Conversely, relationships between consulting firms and clients based on trust and past performance may be comfortable and familiar. Yet at the same time, the element of trust may not be enough to get the job done. Consultants need to find a harmonious balance between trust and providing the right people with the right skills for job in order to help their clients achieve success and avoid the "big con."

Leadership? Not!

Many of today's so called leaders are nothing more than what I call Glorified Followers. They tow the company line, eager to please their superiors, but never really stand on their own two feet. The autonomous leader is not valued in many organizations as much as the constrained leader, or "yes-man." We all know the type, the guy who allows himself to be micromanaged by his boss. Never an objection will he make or stance will he take lest he offend his master. Because he knows if he does, there are more "yes-men" waiting in the wings to take his place. The irony is that this type of leader is really not a leader at all. Rather, he is a Glorified Follower in a leader's position within the organization. Others lead through him while convincing him that his title and rank are commensurate to good leadership and assure him that he is in fact a genuine leader. This man is a fool, a dolt, a hand puppet for management to don whenever and wherever "leadership" is needed. Glorified Followers cannot say "no" to their superiors even when they should. This stems from a lack of ownership and the preoccupation with career advancement. If they keep their heads down and do as they're told, surely they will receive the Holy Grail - a promotion, where they get to be the puppet master for a chance. This is what leadership in Corporate America and the military looks like today, and it is one of the reasons we have so many failures of leadership. Leadership is active, not passive. Leaders must take a stance, say no, and not be afraid to "go all in" with their superiors, especially when it concerns issues dealing with the moral fabric of society. Any other action is Glorified Followership!

Consulting

Effective consulting is about helping your clients solve problems. The best way to do this is through a collaborative effort in which the client states the specific problem.  Put this in writing in the contract as well as what you have to offer in terms of a solution. Make sure to follow up several months down the road and ascertain the effectiveness of your work. Remember, consulting is about educating your clients about what you have to offer, namely expertise in particular area.

Downsizing

Downsizing is analogous to going on a binge diet to lose weight. Sure, you might lose the weight, but if your eating habits are poor and you don't adjust, you'll be putting the pounds back on in no time. Downsizing often treats a symptom, but it doesn't treat the problem. Reducing personnel might save money, but it won't fix problems within the "system" such as lack of organization and planning. Downsizing only exacerbates the problem by confining it to a smaller group of people.

Contextual Leadership

Is leadership the same in all contexts? Can leadership stand alone absent any ethical values? Many definitions of leadership include the concept of influence and ability to complete an organization's mission. If that is the case, then leadership is leadership regardless of the context and regardless of ethical values. If the objective has been met successfully, leadership has done its job, right? Or is there something more buried beneath the ability to influence others for a common purpose?

Consult or not to consult? That is the question.

What do consultants do? And what does one have to do in order to be a consultant? I don't recall seeing that as a major during my undergrad years. It was a regular assignment each semester in business school. But what does it really mean to be a consultant? Do I need to be an expert, mentor, coach, sounding board or all of the above? Who in their right mind is going to pay me for my 'considered opinion?' Consulting, it' not for sissies!

Follow the leader!

Before you can follow the leader, leadership and followership have to be defined. And they have to be defined within the applicable culture. Cultural differences can be a barrier to effective leadership and hinder the mission of an organization.

Sunday

This is a blog for ideas on leadership and foresight.