10 consultant mistakes that deserve a wedgie

Even though we have several decades of experience as consultants in data and analytics, we acknowledge ten blunders we can still be guilty of committing. Whether you are a consultant or you hire consultants, we believe this is useful reading.

The good consultant

What characterises a truly great consultant? The ability to listen, empathy, relationship building, analytical skills, self-motivation, and creativity are general abilities – that also apply to us consultants. If we were to add one more ability, it would be the ability to see our own mistakes and weaknesses, as well as the drive to do something about them.

Shape up, consultants – it is time to wake up!

It is time to wake up and face our mistakes – and then work hard to fix them!

Our list, based on our own hard-won experiences

1. We follow orders blindly

“I was following orders” is an excuse that held no water in 1945 or now. Even if the client has placed an order, you are allowed to think for yourself. We are the experts, are we not? When we see something that we believe could have been done more efficiently, it can be tempting to just go with the flow, think “I am getting paid for this” and carry on in the same rut. Dare to speak up!

2. We make excuses

In the consulting industry, there is no room for excuses. You can leave the big book of excuses at home. The client is only interested in hearing what you plan to do differently next time and what steps you will take to correct the mistake.

3. We celebrate deliveries rather than outcomes

We often mistakenly focus on what we deliver rather than the actual effect or result the client wants. Instead of celebrating the creation of a dataset or particularly intricate code, we should fix our gaze on the bigger picture: Is what we deliver actually being used? Are we delivering value to the target audience? We should instead celebrate when users actively use what we have created, or even better, when they request changes.

4. We fail to involve users in development

If you work with data and analytics, it can be tempting to cosy up with the SQL logic in your quiet corner, far away from the annoying users. But only sending them the final product and asking them to test it is a big mistake. Build the solution together with the users, based on user stories. Sit in the same room. This ensures that the product is tailored to their actual needs and that it is as user-friendly as possible.

5. We do a sloppy or incomplete handover

We have all been there: the project ends in a rush, often before the holidays, and important aspects like complete documentation or necessary code adjustments are overlooked. The handover can be neglected, especially when a new project has already started. But remember, a good handover is like a successful relay baton exchange. Without it, we risk that the value of our work is lost. Dear consultants, we need to take responsibility here!

6. We say “you” instead of “we”

There is great power in choosing the right words. A common mistake is using “you” instead of “we.” We do not work for Sopra Steria, PwC, or Glitni. We work for the client, side by side, towards shared goals. When you use “we,” you level out the invisible pressure that arises between consultant and client, and the collaboration works so much better. Show that you understand who you work for. Get to know the organisational culture, learn their language, and become an integrated part of the team. “Bleed for the shirt,” as the saying goes.

7. We fail to smell the rat

Some clients hire consultants to get a deliverable. They may say they want hourly billing, but still demand an estimate. Naive as we are, we provide the estimates, which are later used against us. Instead of working together, it becomes “us” and “them.” We end up sitting separately and are called into unproductive status meetings. We are held accountable for an unrealistic time estimate, which leads to conflict. In such cases, you often end up “buying yourself out” rather than arguing. We have experienced this a few times. We should have smelled the rat every time – and declined the engagements. Agile approaches and shared goals are so much better.

8. We get stuck and become “house gnomes”

House consultants should be banned. We mean the type who has both expertise and history that makes them an “indispensable” gatekeeper, “the one who knows it all.” One of us was such a house gnome for a full nine years at the same company, so we are no better than anyone else. But ask yourself: Is this best for me or for the client? After all, it costs more to hire a consultant than to employ someone. The competence should not be built solely on you; it should be built and retained in long-lived teams with permanent employees.

9. We are not curious enough

Many consultants are too lazy and turn up their noses at the thought of spending their free time learning new things. Being curious, up to date, and ahead of the curve is part of your job. It can be tempting to expect to be taught new things, but a consultant should primarily bring expertise to the table. This is especially important for seniors. If the curiosity is missing, it might be time to consider a different career path. In our opinion, a third of us consultants are far too poorly updated.

10. We do not mentor younger consultants

The last major mistake is the fault of consulting firms. We deploy young consultants without sufficient guidance from seniors. The worst thing we see is when a project has one senior and eight to ten juniors. They will likely spend much of the client’s time exploring things that are obvious to those of us who have worked for a long time. They will also make choices that are not smart in the long run or make things overly complex. It puts everyone in a bad situation. Mentor the juniors. Establish a mentoring programme, do pair programming, and solve problems together on a whiteboard.

What are your sins?

What is your biggest sin? Think about it, and see if you can change your behaviour!