R ecently, a Managing Partner called to thank me for the significant impact our advice spearheaded in his organization. Inherent was a surprised tone of surpassed expectations. His previous perception, like the rampart guardsman’s fear of a trojan horse packed with wasteful consultants-past, had biased his belief in the possibility of truly transformative outside guidance. I greatly appreciated the call and reflected on the ingredients of successful engagements. Naturally, proper assessment, scoping, and provision of sound alternative solutions to institutional ailments contribute. Also, a trustful relationship, problem understanding, creative attack, and positive service touch are essential. But what stood out most impressively, is the basic and enjoyable “outside perspective” power we consultants possess.
As management consultants, besides on-point know-how and experience, the key benefit is our outside perspective. The invitation to enter a client’s world, intimately learn them, and address struggles or concerns is a true privilege. Such opportunity derives from a special innate client quality, the curious understanding that hearing external viewpoints is likely beneficial. A client leader does not have to exercise the advice, but having options or validation leads to improved decisions. In our observation, such openness distinguishes successful organizations. Those institutions – and leaders -- willing to explore, hear, and implement other perspectives typically achieve superior performance and change. Further, while a natural inclination in challenged economic times is to limit outside guidance, an opposite investment exploring proactive possibilities can drive exceptional outcomes. Throughout history, smart money and organizations understand “buy low and sell high” seizing challenged moments for competitive advantage.
However, there is greater benefit to consulting’s outside perspective than openness, listening, and timely opportunity. Often in our engagements, there is no surprise rabbit from hat solution – although stimulated thinking results from creative power and knowledge – but rather we provide concrete objective analysis, assessment, metrics, scenario-modeling, summarization, and recommendations. This output re-establishes and better organizes what a client may already suspect or know. Yet, from our triangulated vantage point, it is insightfully detached from insiders’ emotions, personal biases, internal politics, culture norms, group think, reprisal fears, or historical gripes/grudges. As outsiders we come in clean, explore differing opinions, call it as we see it, and slay sacred cows if needed. On our hunt, we dig deep or find hidden treasure hiding in plain sight. Plus, outside consultants naturally infuse talent to surge projects forward free of executives’ day-to-day responsibility bindings. And most practical, typically service fees are a fraction of the profitability or efficiency benefit – which must always be the consultant’s client service lodestar.
Yet, beyond financial or operational gains, there are human rewards too. In a fairly fresh 1.5-hour client project interview, a stakeholder shared upfront his skepticism of the “special project,” but by the end remarked the opportunity was like therapy and he appreciated the opportunity to be heard. While he doubted his superiors respected his heartfelt view, he passionately expressed that he could truly tell we cared and understood his honest assessment. He then paused and stated that maybe they actually did care since they had engaged us as consultants in the first place. Such cognitive appreciation breakthroughs are also not uncommon.
Thus, I encourage you to seek outside perspectives to benefit your organization. True curiosity paired with sound guidance can reveal unicorns instead of trojan horses leading to transformational outcome treasure.
