OK, so my staff won’t tell me my ideas and decisions are wrong, so this is why I will call in the big “C’s” (consultants!), as They will tell me where I am going wrong.  Again, a nice view of the business world, but sadly not always true and certainly you can see why the structure behind consultancy does not encourage absolute truth or absolute conviction in their advice.

Most consultants have one huge failing, they never have to roll up their shirt or blouse sleeves and get “dirty”. They tend to enjoy a lofty position of unquestionable knowledge, skills and talents.  In fact, to question your consultant’s ability, or why their history and politics first class degree makes their manufacturing knowledge better than yours is of course as terrible as accusing the emperor of wearing no clothes – Even though you may be right, you just are not allowed to say it.   [A top tip if you are contemplating hiring a consultant – but as harsh as you would be in an employment interview in pushing them on their experience and their credentials – If they are good they have nothing to fear]. So many consultants cultivate that lovely passive aggressive approach of intimidating their clients, and certainly intimidating the clients staff, which is certainly very effective for removing any internal resistance, and of course removing the need to deal with many time wasting questions from the great unwashed (you and your staff!).

Yes, the consultant would like to give you good advice, and would rather the end result of their work for you is positive and not negative, but where is the incentive to really care what happens to your business in the long term. A consultant is paid for their work, and seldom for the results of their work. So, their priority is to meet the agreed specification of their agreement – normally to deliver a proposal, with the obligatory wordy report (strangely of the same length and complexity as their past history and politics degree papers). Once they have “ticked the boxes”, they collect there not insignificant fees and leave you to your future, which will in no way overlap with theirs.  

The Boss, the CEO, the owner is normally the one to commission the consultancy, so every consultant has learnt their own version of their industries ten commandments, of which number two is “never bite the hand that feeds you” (number one is make sure the client has the significant money required to pay their fees, before even talking to them). As such the consultant will bend over backwards to accommodate the bosses’ views, opinions and preferences, that invariably get written into the final proposal thesis, and sold back to the boss as “what a great idea”. Everyone is happy, the boss is vindicated in getting in a very expensive consultant who has actually confirmed that their original idea is perfect, and the consultant gets glowing testimonials for showing such insight, wisdom for the client’s business.  There is still one problem, the bosses’ idea, that big critical decision that will affect the future of the whole business may still be the wrong one, and just as with the “yes” saying staff, the now the indifferent and ivory tower based “yes” saying consultants are just not going to challenge you or let you at least see arguments for alternative decisions.

So, who will challenge the company directors, who will tell you when you may be about to take the wrong turn.  There is only one structure we know that will give you that independent, robust, experienced, honest sounding board – your part time (fractional) in house expert.  Our structure allows you access to proven experienced and confident directors. Critically, because of their independence (most will have multiple roles with other part time positions), but also because of their long-term commitment to your business (not just a one-off project) and because they “work within your business” and don’t just advise – they are passionately committed, but no afraid to tell their boss that their baby is ugly (so to speak).  This is a unique position only allowed by the Fractional Part Time Expert structure.  

Don’t forget the additional “Fractional” benefit; after being challenged to make the right decision, your in-house expert will be the one to make this decision work for the business and ensure that the execution is as every bit as clever as the process by which you made the decision.

So, if you know you would benefit from external expertise when making that next key sales and marketing decision, consider who is really going to help you get it right and then call Disruptive Sales and Marketing for your own in-house part time expert.  Call today for an informal discussion of your needs.