For all Seasons

Councillor, Coach, Confident, in the last 2 years I have played all these roles and more – working with business that are flying and want to fine tune to individuals who are really struggling. As a consultant, as with any leader, each client, situation, and challenge are different and fundamental to the role is the ability to listen and adapt. Undertaking consultancy is the ultimate servant leader role where you give total commitment, straight, de-politicised feedback and make tight calls but ultimately have no power. It is rewarding as each day brings a new experience and opportunity to sharpen the saw.

Social media commentators have tried to pigeonhole the coach/mentor/consultant role using the dictionary but any good operator in these functions will engage in all characteristics and happily broaden the scope to support the mission. Ultimately progress is the prize.

Ultimately the role is about assisting, supporting, and enabling an individual or organisation to enact positive, sustainable change. Almost without exception it is fulfilling, productive, and stimulating, cooperating in a symbiotic, voluntary relationship with a common purpose – my only negative experience to date was a situation where the senior team firstly did not want a consultant (forced) and secondly didn’t think that they were involved in the prevalent issues or needed to change for the business to evolve (cognitive dissonance).

Methods and tools for change can follow traditional patterns but the modification, communication, engagement, and application tailored to suit situational circumstances will determine the success of any project. Empathetic sharing of empirical knowledge and neutral perspectives without ego or didactic approach help develop safe productive and creative spaces. Building relationships and understanding the process are also essential, like being on a regular leadership team colleague but not on the payroll.