MISSIONARIES AND MERCENARIES
Why you can’t trust consultants
I recently read an Economist article that was taking a pop at McKinsey. It’s called The smuggest guys in the room and clearly outlines challenges clients face in trusting McKinsey’s advice. But the same challenges are true of any consultant anywhere – including us.
It’s a great article in general. The key thought was summed up in this all too familiar contradiction.
“At heart, they stem from a simple delusion. Its partners see themselves as missionaries. Yet they are also mercenaries – “guns for hire”.”
And therein lies the challenge: the client wants the answers and the expert wants the gig.
But it’s more than that. The consultancy model is all care and no responsibility. You bring in ‘experts’ for specialist thinking. So their advice, by definition, is hard to challenge. Add in the complication that strategic advice is only realised in execution and executional advice is dependent on strategy – and how can you tell if your experts are actually expert? The only credible answer is trust.
So here’s our take on how you can sort the missionaries from the mercenaries and make the most of your expert advice.
Beware anyone who knows everything
Because a Jack of all trades is a master of none. It’s a cliché for a reason. Creating new relationships is a cost for consultants. Broadening the scope is money for jam. If your social media expert is suddenly a branding expert, it’s worth asking how.
What to look for: “Our team isn’t expert in that, but we can recommend someone who is.”
Beware of ‘transformational change’
Because there are no silver bullets. Three syllable words like transformation and disruption are great in TED Talks and rare in life. Genuine business change takes time, focus and investment. It’s something you can do, but they can’t promise.
What to look for: “Here’s how these innovations can help you achieve your stated goals”.
Beware strategy without theory or theory without strategy
Because nothing quite lands like you plan it. Strategy anchored in theory will give you a clear road map of what to do and why. Theory is the science of why – in theory. But your set of challenges is very uniquely you. So you’ll never ‘do an Uber’ and win.
What to look for: “Here’s how these solutions will meet your objectives. And why.”
Beware the tunnel-vision solution
Because every problem is a nail when you have a hammer. Another cliché for good reason. Specialists are, by definition, specialist. So the automation expert’s answer to your problem is likely to be automation. But is that best for you?
What to look for: “Who else are you working with? What’s their take on this challenge?”
Beware of being too wary
Because you can’t do it all on your own. Consultants bring fresh perspectives and specialist knowledge that can totally ‘transform’ your business. But it’s your business. If you buy half of what consultants are selling, you’re getting good value. But the other half is your bit and that adds the most value of all.
What to look for: “This is our best advice based on what you told us. But you know best.”
Missionary/Mercenary balance
Whatever your business, consultants can add value. That’s why you pay them. But if you find them overselling, over-reaching, or overly focussed on theory, there’s every chance they’re taking the cheque before doing the job.
So how can you find a good consultant? Ask around. Every great consultant has a great reputation. Better yet, ask them directly. If you get anything other than honesty, bravery and passion focussed on your business – they may not be the consultant for you.
That’s what I reckon, what do you think?
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