Consultants Help Executives

What do consultants do?

This is a basic question, yet many parents of management consultants find it difficult to explain their children’s work. They might offer vague descriptions like:

• She travels a lot and attends many meetings
• He spends a lot of time working on the computer late at night
• She works on projects and is always learning something new

While these statements are true, a simple definition of a consultant’s role is as follows. Consultants help executives:

1. break down problems
2. make difficult decisions, and
3. create change

Management consultants primarily assist executives. Even though there are many types of consultants, they all help executives. Executives typically face problems that are large, complex, and challenging enough to justify hiring expensive consultants. Consultants aim to make a significant impact, and influencing the outcome of a 5,000-person company is more appealing and lucrative than helping one person at a time.

Consultants work with various types of executives, not just CEOs. Other potential clients include:

• Chief Financial Officer (CFO)
• Chief Operations Officer (COO)
• Chief Marketing Officer (CMO)
• Chief Human Resources Officer (CHRO)
• Chief Information Officer (CIO)
• Chief Technology Officer (CTO)
• Chief Strategy Officer (CSO)

Governments also hire consultants. Public sector consulting accounts for about 14% of total consulting spend, according to a recent Statista report. This is understandable, as consultants specialize in solving complex problems with fragmented data and diverse stakeholder groups, which applies to both public and private sectors.

Often, the client is a committee. Consultants are accustomed to kick-off presentations, executive status reports, and serving multiple people. While there might be a primary executive sponsor and client lead, large organizations typically make decisions as a group. This can be beneficial if the team is educated, trusting, and diverse, leading to good corporate decisions. However, in slow-growth industries with defensive cultures, decision-making can be painfully slow.

As a consultant, it’s crucial to develop skills in:

1. Scoping problems
2. Identifying key decision-makers and influencers
3. Establishing credibility
4. Using data effectively
5. Building rapport
6. Persuading stakeholders throughout the process

The primary goal is to make the client successful. Even if there’s a final presentation to multiple people, it’s essential to remember the executive sponsor and ensure they get what they need. Success can take various forms, such as:

• Introducing new ideas from other industries
• Accelerating stalled projects or initiatives
• Resolving cross-functional conflicts
• Acting as the “bad cop” in difficult situations like cost reduction
• Providing due diligence on deals

Consulting is fundamentally about client service. It’s ideal for those who enjoy learning and helping others succeed. A good consultant constantly asks:

• What can I do to make my client’s life easier?
• How can I make my senior director’s job easier?
• What can I do for you?