The Problem With Consultants (And I am one.)

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I should think I’m going to be a perpetual student. — Anton Chekhov

Through the years, some of the most brilliant people that I have come across are the ones who are more than willing to acknowledge that they don’t know everything. Or even very much.

And they don’t think twice about acknowledging that to others, either. It isn’t uncommon for them to be unable to answer some questions that are posed to them.

The truth is one cannot become knowledgeable without setting aside time for in-depth learning. Now here is a startling admission for me to make as a consultant -- I acknowledge my ignorance. I cannot completely stay abreast of all of the ever-changing information that’s floating around. But who the hell can?

An Air of Infallibility

And therein lies my problem with (some) consultants. They take on an air of infallibility and feel compelled to immediately have the right answer to whatever questions posed to them.

I have been to certain economic development events in which consultants have truly offered up some outlandish wrong information, all the while projecting an unflappable, all-knowing image of themselves

The very thought of saying, "I don't know" to a question is anathema to them.

I think it's time for economic developers to realize that consultants, particularly site consultants, are not all-knowing gurus, despite the way some of them act. They actually do make mistakes. (But you will not hear that from them.)

Leveraging Ignorance

Contrast the guru-like consultant with whom I believe to be the greatest business consultant of all time. I am referring to Peter Drucker, known as the "father of modern management." Drucker embraced his ignorance and used it to the advantage of his clients.?

When asked if there was a secret to his consulting success, Drucker responded, “There is no secret. You just need to ask the right questions.”

But are not the questions based on your knowledge?

“It is exactly the opposite. I do not use my knowledge and experience at all. I bring my ignorance to the situation. Ignorance is the most important component for helping others to solve any problem in any industry," said Drucker.

“Ignorance is not such a bad thing if one knows how to use it. You must frequently approach problems with your ignorance; not what you think you know from past experience, because not infrequently, what you think you know is wrong.”

What Clients Want and the BBA Way

Knowing full well that I cannot pull off the act of being a demi-god, I have decided to acknowledge my humanity. I don't always have the answers, but I will work diligently to find the truth. Because in the end, that is what our clients are seeking.

I tell potential clients this:?"It's not what I know or think I know that is important. Rather, it's what I will find out on your behalf. And I do that by asking the right questions. And when I report back to you my findings, it will be in plain English and not inane and vague consultant speak."

One more thing: For me to help my clients, they have to help me. Being their role is that of the "doer," I think it is vital that they are actively engaged in the planning process. Our goal is to come up with practical and tactical action items (solutions) that work. I call this collaborative process the BBA Way.?

Dean Barber is the principal of Dallas-based BBA, offering objective insight to economic development organizations and companies.?Our?national network of esteemed consultants?finds practical and tactical solutions that work.?Need a speaker? Email Dean at [email protected]