What kind of a management consultant are you?
On a fairly regular basis, I am asked, “What kind of a consultant are you, Kevin?” I admit that my typical response has been to take the easy road by responding, “It depends.” For the last several weeks, I have begun to think more creatively on the nature, type, and roles of management consultants in organizations. I have served in various capacities as a consultant to a myriad of organizations; reflecting on what I do in the various situations can only help me get better. During these reflections, I have come to the realization that there are archetypes of management consultants.
Lawyers: Management consultants often are called in to act as lawyers. These engagements occur when an organization is need of specialized, strategic, decision-making advice. When done correctly, the consultants are called in to help an organization evaluate strategic options before they choose a major course of action. When done incorrectly, consultants are called in to help mitigate damage from actions, or even to address public relations disasters.
Engineers: One of the most popular role for management consultants is that of an ‘engineers.’ Most graduates take on this position as their first job after completion of their studies. In this role, the consultant helps an organization to ‘build’ something, most commonly an information technology solution or a human resource process. The management consultant builds a new organizational artifact and helps an organization make it a part of its operational fabric.
Designers: Consultants who act as designers, or architects, oversee the work of engineers who might later build something. Designers are involved in the process of architecting organizational re-designs, system integrations, and even process improvement projects. The major element that differentiates designers from engineers is that designers need to have broad knowledge about the business and industry in which the organization operates. Engineers, on the other hand, have deeper knowledge about their particular too lsets.
Doctors: There are management consultants who are called upon to work as doctors. They deal with specific organizational problems, when management knows that either 1) the organization needs a routine check-up, or 2) the organization is suffering from an ailment and needs a medication (fix) to remedy the situation. Management consultants that work as doctors have deep knowledge within specific domains and are often experts in these spaces. Doctor-like management consultants are common for issues such as employee morale boosting, global innovation team management, or assisting in managing organizational change programs.
Artists: The most eclectic of management consultants function as artists. These individuals bring innovation into an organization. They bring new ideas that the organization did not know were there and are meant to stimulate fresh thinking and reflection. Like Picasso or van Gogh, artists rarely come up with creations to meet specific needs of an organization. It is more common for organizations to recognize the value of their work and then bring their ideas into the organization. Like hanging a painting on the wall, the ideas are meant to stimulate the organization to fresh and invigorated thinking.
Coaches: Management consultants who have a track record of working with senior executives and organizational leaders are often called upon to take on the role of coach. This also happens to be my favorite role as a consultant. In this role, the coach serves as a confidant and mentor to an executive. Executives use their coach to help them improve their skills (from building effective business plans to creating effective teams). In turn, the coach puts executives through a series of “exercises” to train them on how to become effective leaders.
How do you feel about this classification scheme? Have I missed any other types of consultants? What kind of management consultant do you want to be and why?