Taking Advice

The author reverses the habitual terms of the intellectual services relationship by deploring the low number of “smart clients!” Traditionally, it is organizations that complain about providers.  Was this book written by a disgruntled consultant? Not at all. The author actually observes that very few companies know how to make good use of intellectual services. The success of a consulting assignment does not depend solely on the consultant. Company leaders are also responsible for the quality of the support they receive. The author makes an inventory of the most common mistakes, namely, insufficiently defining needs, always using the same consultants rather than finding a real expert on the topic at hand, or using consultants on an ad hoc basis rather than building relationships over time. Examples abound of executives who didn’t listen to relevant advice, did not properly choose their entourage or merely sought to confirm their own intuitions.

Company leaders are indeed responsible for selecting the right type of consultant and relationship. Do they need strategic or operational advice? What type of external resource would move things forward most effectively: an expert, an advisor, a consultant who serves as a mirror or as a sounding board? Of course, leaders must be careful to build a network of consultants with varied profiles and maintain this talent pool over time to avoid being caught short when a need arises.

The author makes it clear that using consultants is by no means an easy solution. To the contrary, it requires anticipation, preparation and personal qualities of listening, calling into question and humility. This book is illustrated with numerous examples that point out the traps and pitfalls to avoid.