Management consultants are actually “decoders” of complexity.

One way to distinguish different types of management consulting could be to label one approach “functional” or “specialist” consulting (typically provided by large firms), and the other main approach is what I will call “process” consulting.

I developed a list for myself and the associates I eventually employed, to itemise explicitly what it means to behave as a management consultant: First of all, remember that the client is the client. You are not the client. Once the client has confidence in you, it is both tempting and easy to sell them more than they really need. Never try to hold

I used to claim that a value always has a cost22. That is why we call it a value! The emphasis for me was on the element of sacrifice, that it costs something to live in accordance with your values. This is still true: often we only come to know what is truly important to us once we define what we are willing to suffer for. For example, I believe

What you should sell when selling management consulting: Trust (that you really can help and that you understand and share the client’s interest) Respect (in your profession) Decoding complexity – providing simplification Specific results Contribution to overall success

Adizes’ approach is one of therapist rather than adviser. As with any type of therapy, the therapist’s aim is to build the client’s self-confidence and ability, so they can then solve their own problems. The therapist does this by building the client’s trust, first in them as therapist, then by the client learning to trust in their own

combine retainer contracts with a kind of contingency fee – or rather a success sharing fee. Notice the words, success sharing.

Key financial ratios

“Only three things happen naturally in organisations: friction, confusion and underperformance. Everything else requires leadership”.