It's hard to sell 'architecture' consulting gigs since people frequently don't know what it means or what they're gonna get for their money. Check out this episode for 5 takeaways to help you get better at selling architecture...

This is our first ever LIVE podcast recording at the BCS Enterprise Architecture Annual Conference in 2024.

We Discuss:

• How do you build trust early in EA engagements when you don't have established relationships?
• What's the most important thing to leave behind when a consulting engagement ends - artifacts or wisdom?
• Should architecture be primarily an internal function or can it be effectively outsourced?
• How do you sell abstract EA work through procurement processes that expect concrete deliverables?
• What engagement models work best for EA consulting?

5 Takeaways:

1. Enterprise architecture consulting faces unique sales challenges because it delivers intangible, strategic value rather than concrete deliverables, making it difficult to quantify benefits and navigate procurement processes that expect specific technical roles.
2. Building trust is fundamental to EA consulting success since you're essentially "selling insurance" for long-term organizational health, requiring consultants to meet clients where they are rather than imposing predetermined frameworks.
3. The most effective approach combines a strong internal architecture core team with external consultants who act as "adaptable architects" or "Swiss Army knives," supporting the organization's journey rather than replacing internal capability.
4. Successful EA engagements should leave clients empowered with both tangible assets (playbooks, knowledge bases) and intangible wisdom, positioning consultants as trusted advisors who build client capability rather than creating dependency.
5. The key to overcoming EA's abstract nature is connecting all work directly to business outcomes and strategy, using assessment and questioning to understand the real problems before proposing solutions.

Two seasoned consultants sharing their unexpected journeys into consulting and what has kept them engaged in the field throughout their careers. Here are 4 things you should learn about getting into consulting...

We Discuss:

• Why did they go into consulting?
• Why stay in consulting throughout a career?

Key Highlights:

• Chris and Whynde share their journeys into consulting, with Whynde moving from biology/chemistry to consulting at a boutique firm where her first client was General Electric during the Jack Welch era (00:01:36-00:03:00).
• Whynde's first consulting experience involved working on software for GE's medical machines like CT scanners and MRIs, focusing on pricing and configuration, which helped shape her career through exposure to complex business environments (00:03:22-00:03:42).
• Whynde credits her growth to mentorship from demanding leaders, including a CEO at her first firm and Doug Hackney, a thought leader in data warehousing and business intelligence (00:04:11-00:04:55).
• Chris entered consulting after working in grocery retail as what would now be called an enterprise architect, eventually joining IBM through connections with their talent pool because he wanted to contribute to how their tools were sold and implemented (00:05:22-00:05:50).
• Chris remains in consulting because he enjoys the human element of technology implementation—understanding how different people's perspectives affect the use cases for tools, creating unique challenges in each environment (00:07:15-00:08:09).

4 Takeaways:

1. Successful consultants often enter the field through unconventional paths, as demonstrated by Whynde transitioning from biology/chemistry to consulting and Chris moving from grocery retail architecture to IBM (00:01:36-00:05:50).
2. Early career experiences with demanding clients like GE during the Jack Welch era established high professional standards that shaped Whynde's future consulting approach, emphasizing quality and excellence (00:03:00-00:03:42).
3. Mentorship plays a crucial role in consulting career development, with both Whynde and Chris highlighting specific leaders who recognized their potential and provided opportunities for growth despite their non-traditional backgrounds (00:02:18-00:04:55).
4. The human element of technology implementation—understanding different perspectives on use cases and business problems—provides ongoing intellectual engagement that keeps experienced consultants interested in the field (00:07:15-00:08:09).

Enterprise Architects are just really good technologists and all they really need to know is the latest thing about AI or Agents or Gonkulators or Flux Capacitors. 🤖 🛸 🤓

Yeah. Right.

Whynde Kuehn and I recently attended the Next Generation SAP Enterprise Architecture Learning Forum at SAP HQ in Newton Square, PA. We spoke to some of our friends who were also attending the event. Our question? What skills do EA's need to navigate the tidal wave of transformation? 💫 💥 💬

We Discuss:

- What does an architect need to know and develop skill-wise to navigate the coming transformation?

- What are the skills for the future that an architect needs to have?

- What do consultants need to do to take the journey of transformation, whether with AI, robotics, or other technologies?

- What are the most important skills for enterprise architects helping organizations with transformation now and in the future?

5 Takeaways:

1) Enterprise architects must understand how data quality affects AI outcomes, as emphasized by examples of poor or outdated training data that leads to irrelevant AI responses in practical applications like customer service.

2) The role of enterprise architects is rapidly evolving beyond technical specialization, requiring them to develop flexible mindsets and continuously learn about emerging technologies from cloud to AI to quantum computing.

3) Effective consultants need to master the ability to "switch hats" and understand different perspectives, using question-based approaches to better comprehend client contexts before recommending solutions.

4) Linda Finley describes a three-layered approach to enterprise architecture: implementation/integration at the base, business strategy/capability definition in the middle, and a "mystic" visionary layer that anticipates future opportunities and disruptions.

5) Technology initiatives like AI should not be developed as standalone strategies but rather integrated into the organization's existing direction and purpose to maximize business value and optimization.

Is it difficult to find work these days if you've spent your consulting career as a generalist? What is the real value of broad experience in today's market and is it actually an advantage rather than a limitation? There are 6 things you need to know...

We Discuss:

• Is being a "jack of all trades, master of none" truly a disadvantage when transitioning from consulting to industry?
• At what point in a consulting career do you decide "I suck at this" and need to get out?
• Does the world really not value generalists, or are we just telling the wrong story?
• Should consultants with broad experience focus on developing a specialty, or continue leveraging their generalist background?
• If you're facing an "up or out" situation and need to find a job quickly, should you focus on building new skills or leveraging your existing network?

6 Takeaways:

1. Many consultants struggle with career transitions not because they lack skills, but because they're approaching the job search incorrectly by mass-applying to positions instead of leveraging their existing professional networks.
2. Being a "utility player" or generalist in consulting can be a significant strength, particularly in emerging fields like AI and sustainability where connecting different domains of knowledge is crucial.
3. When faced with career transitions, consultants should focus on crafting a compelling two-sentence narrative about their value proposition rather than trying to list every skill and experience they've accumulated.
4. Challenge the common self-assessment of "poor business development skills" among consultants. Such perceived failures often stem from structural issues within consulting firms rather than individual capabilities.
5. The corporate world's bias against generalists is largely a remnant of industrial-era thinking, even though modern business challenges increasingly require broad, integrative thinking.
6. Career management should be proactive rather than reactive, suggesting that building and maintaining professional networks should happen continuously throughout one's career, not just during transitions.

To read the Reddit thread that we are reacting to in this episode, check out this post: https://www.reddit.com/r/consulting/comments/1cbecjo/jack_of_all_trades_master_of_none/

It's that time of year. Overeating. Overthinking. Overimbibing. But full of festive spirit and reflection. What are YOU reflecting on this last week of 2024?

On this show we have a tradition of recording an end-of-year discussion. This year we share our most profound learnings from 2024... But it isn't pie in the sky stuff... No. We always keep it fresh and practical for the cats out there...

We Discuss:

• What's the one thing that each of us has learned from this year that other consultants might benefit from?
• If you're just an associate at a big consulting firm, how can you incorporate and influence culture when you're not setting it?
• How do you know what the right amount of risk is when making career decisions?
• How can you maintain focus and avoid "squirrel brain" when there are multiple exciting opportunities?
• What are the cast's "things of the year" that had the biggest impact?

7 Takeaways:

1. The value of embracing a beginner's mindset was highlighted through Whynde Kuehn's personal journey of learning Norwegian and sailing, demonstrating how stepping out of expertise and into unfamiliar territory can lead to personal and professional growth.
2. Consultants often struggle with maintaining focus and avoiding "squirrel brain," as illustrated by Oliver Cronk's experience of chasing multiple interesting opportunities while needing to learn when to rein in distractions and prioritize impactful work.
3. The tendency to become risk-averse as careers progress and comfort levels increase can limit growth potential, suggesting that professionals need to consciously balance risk and reward even in later career stages.
4. Establishing the right culture, particularly in virtual team settings, is crucial for group success and requires intentional focus on elements like psychological safety and clear communication norms.
5. The definition of enterprise architecture as "the architecture of the enterprise, not just information systems" emerged as a crucial clarification for the field, helping to resolve ongoing debates about its scope and purpose.
6. The podcast's evolution to include live recordings at prestigious venues like the British Computer Society demonstrated how taking calculated risks with new formats can lead to unexpected success.
7. The current state of AI technology was compared to historical necromancy, suggesting that while AI tools can provide valuable insights, their outputs should be treated with careful skepticism as they can be unpredictable and occasionally incorrect.

There's a train of thought that says all consultants are in sales. Maybe. But there is definitely a change in bizdev as you progress from Analyst to Partner. Making the transition from a delivery-focused consulting role to one that requires business development can feel like stepping into an entirely new career, especially when you haven't spent years cultivating relationships with potential buyers.

Developing the skills to identify opportunities, build meaningful client relationships, and contribute to sales requires a different mindset and approach that many consultants find challenging to navigate.

Oh and your performance appraisal increasingly depends on what work you can bring in.

Deep in the ol' Reddit r/Consulting forum, I found a post by a newly promoted consultant who now faced the prospect of needing to sell. So of course we talked about it on the show...

We Discuss:

• How do you begin to build relationships with potential buyers when you haven't had much opportunity to create those connections until now?
• Is business development and relationship building a learned skill, or do you need natural EQ/people skills to succeed?
• When using social media (particularly LinkedIn) for business development, is it enough to simply engage and comment, or do you need to develop unique perspectives and content?
• How do you navigate the transition from being a technical/delivery expert to becoming more of a trusted advisor who can identify and sell solutions?

Key Highlights:

• When transitioning from a delivery role to sales in consulting, having internal networks and relationships is crucial, but often these connections aren't with buyers who have purchasing authority (00:02:13)
• Consultants don't need to execute the entire sales cycle themselves - it's acceptable and often beneficial to identify opportunities and have more senior people close deals while getting sales attribution (00:15:33)
• Account planning is critical - consultants should build relationships at their current level and gradually work their way up to senior buyers, rather than trying to immediately reach C-level executives (00:16:46)
• For long-term success in consulting, consistency and focus in a specific domain or industry are more valuable than being scattered across many areas (00:29:40)
• Technical consultants are often well-positioned to identify new opportunities because they see operational pain points firsthand while working with clients (00:23:34)
• When building a professional brand, content should be focused and consistent rather than scattered across various topics - this helps potential clients understand your expertise (00:30:00)
• Having clear career goals and values alignment is essential - consultants should ask themselves if they'll be satisfied doing their current trajectory in 10 years (00:37:21)
• For LinkedIn engagement, experts recommend making three thoughtful comments per day on potential buyers' content and posting original content once or twice weekly maximum (00:49:25)
• When building relationships on LinkedIn, it's important to "give before asking" - contribute value to conversations before requesting meetings or connections (00:46:40)
• Building visibility with potential buyers can be done indirectly by engaging with their network and participating in relevant conversations, rather than approaching them directly (00:48:27)

5 Takeaways:

1. The most effective path for consultants transitioning to sales roles is to leverage existing client relationships where trust has already been established, rather than trying to build entirely new connections under pressure of sales targets.
2. Successful business development in consulting requires a strategic approach to relationship elevation, where consultants work collaboratively with junior client contacts to earn trust before attempting to reach C-level decision makers.
3. Technical consultants can contribute meaningfully to sales by identifying opportunities during project work and channeling them through senior partners, earning sales attribution credit without having to personally close deals.
4. On LinkedIn, the optimal engagement strategy for consultants is to make three thoughtful comments daily on potential buyers' content while limiting original posts to once or twice per week, focusing on providing value before making any asks.
5. Long-term success in consulting sales requires maintaining a consistent professional focus and expertise in specific areas, rather than taking a scattered approach across multiple topics or industries.

For reference, here's the Reddit post: https://lnkd.in/ePhFepwu

AND if you stick around till the end... there's a brilliant bit of advice from one of the top voices on LinkedIn, Richard Bliss ( therichardbliss.com ) who gave us HIS expert perspective on this topic. You cannot miss that bit. And speaking of sales, he usually charges for that advice...

Management consultants often grapple with the challenge of articulating what they do while simultaneously questioning if what they do truly matters. Watch this episode for 6 takeaways you need to know about meaning and purpose in consulting.

We Discuss:

• What do consultants even do?
• Why do people struggle to explain what consultants do?
• Is it enough to just be doing it for the money?
• Are consultants who claim to be purely focused on delivering value being genuine?
• Why do some consultants get stuck in unfulfilling roles?
• How can consultants maintain perspective and avoid getting lost in the 'consulting vortex'?
• Why do those who leave consulting ('out' in 'up or out') often end up happier?

Key Highlights:

• Consultants often struggle to explain what they do, as evidenced by a particular Reddit post. This leads to deeper questions about professional identity and purpose. (00:02:45)
• Initial responses to "what do consultants do?" tend to be either overly generic or unnecessarily complex, highlighting a broader communication challenge in the industry. (00:02:59)
• Consulting roles span a wide spectrum - from hiring smart individuals as "warm bodies" to bringing in entire teams for specific strategic outcomes, making it difficult to provide a simple definition. (00:07:24)
• Many consultants start their careers focused on monetary gains, but later struggle with questions of purpose and value, leading to existential crises. (00:13:50)
• Early-career consultants often chase financial rewards, but this motivation evolves as they advance, forcing them to choose between constant progression and work-life balance. (00:18:44)
• Consulting work can be highly abstract compared to tangible professions (like construction), making it harder to see concrete results and feel fulfilled. (00:33:26)
• The conversation addresses the "up or out" culture in consulting and how some people who leave ("out") often end up happier than those who keep pursuing advancement ("up"). (00:44:36)
• Emphasis on the importance of daily reflection and journaling to maintain perspective and avoid getting lost in the consulting "vortex." (00:37:28)
• Modern work culture has internalized destructive motivations, making people push themselves beyond healthy limits ("hustle culture"). (00:41:06)
• The conversation touches on "hedonic adaptation" - the constant moving of goalposts for success and happiness in consulting careers. (00:43:07)
• Many who exit the traditional consulting career path often find more happiness, though they couldn't see this while still "on the ride." (00:45:18)

6 Takeaways:

• Difficulty explaining consulting roles often reveals deeper career doubts and questions of purpose.
• The broad range of consulting work makes it hard to define succinctly, leading to oversimplified or overcomplicated descriptions.
• Unlike tangible professions, consulting's abstract nature can leave practitioners feeling disconnected and unfulfilled.
• Starting careers for money without reflection leads to endless goal-shifting and diminishing satisfaction.
• The "up or out" culture traps many in unfulfilling paths, while those who leave often find unexpected happiness.
• Modern consulting culture has internalized self-destructive behaviors as necessary for success.

To read the Reddit threads that we are reacting to in this episode, check out these two posts:

• https://www.reddit.com/r/consulting/comments/1cwp50u/serious_question/?utm_source=share&utm_medium=web3x&utm_name=web3xcss&utm_term=1&utm_content=share_button
• https://www.reddit.com/r/consulting/comments/1cwsq6i/i_dont_give_a_fuck_about_business_of_any_kind_but/?utm_source=share&utm_medium=web3x&utm_name=web3xcss&utm_term=1&utm_content=share_button

Finding and landing clients can be a daunting challenge for even the most seasoned professionals. Consultants want genuine opportunities to help solve problems and make a meaningful impact. There are 6 takeaways you need to know for transforming the sales process. We Discuss:

• How do you ask for business without using standard sales approaches that feel phony?
• How do you find people to have initial conversations with about potential business?
• How important is emotional intelligence (EQ) in consulting sales?
• How do you leverage your network to find business?
• When is the right time to transition from relationship-building to making a sales pitch?
• How can consultants overcome their discomfort with selling?

Key Highlights:

• Strategies for finding and selling to clients in consulting, emphasizing authentic relationships over aggressive sales tactics. (00:02:37)
• The importance of emotional intelligence (EQ) in understanding client needs and building rapport. (25:23)
• Offering value first, such as through thought leadership or free workshops, before trying to sell services. (21:36)
• Networking and leveraging existing relationships are presented as crucial for finding new business opportunities. (05:37)
• Partnering with others who have complementary skills, especially for consultants who may lack sales experience. (29:43)
• The challenge of knowing when to transition from relationship-building to making a sales pitch. (39:25)
• The importance of making it easy for potential clients to take the next step in engaging services is emphasized. (40:26)
• Consulting sales as an ethical pursuit of helping people solve problems. (41:13)

6 Takeaways:

1. Successful consultants focus on building authentic relationships and understanding client needs rather than using aggressive sales tactics.
2. Emotional intelligence (EQ) is crucial for consultants to effectively read situations, connect with clients, and identify potential opportunities.
3. Offering value upfront through thought leadership, free workshops, or problem-solving sessions can help establish credibility and open doors to future business.
4. Leveraging existing networks and partnerships, both internal and external, is essential for finding new business opportunities and complementing one's own skills.
5. Consultants often struggle with transitioning from relationship-building to making a sales pitch, highlighting the importance of recognizing buying signals.
6. Framing consulting sales as an ethical pursuit of helping people solve problems can help overcome discomfort with traditional selling approaches.

In the fast-paced world of consulting, the ability to ask insightful questions can be the key differentiator between average and exceptional performance. Here are 7 things you need to know about the art and science of effective questioning to generate superior outcomes.

We Discuss:

• How can consultants ask good questions without appearing incompetent?
• Is the Socratic method overused in consulting?
• How does asking questions differ across cultures?
• How can technical consultants improve their questioning skills?
• How can junior consultants ask questions of senior team members or clients?

Key Highlights:

• The importance of asking good questions as a consultant, rather than just appearing as an expert (00:02:58)
• Building rapport and psychological safety is crucial for asking probing questions effectively (00:26:13)
• The Socratic method can be valuable if used with humility and genuine curiosity, not to prove someone wrong (00:30:05)
• Cultural differences play a role in how questions are perceived and should be asked (00:40:09)
• For technical consultants, developing questioning skills may require intentional effort as it doesn't always come naturally (00:44:03)
• Asking questions demonstrates expertise more than just stating facts, though this can be counterintuitive (00:46:16)
• Good questioning involves being curious, open, caring about the intent, and can be learned through practice (00:45:22)
• Questions are fundamental to human existence, learning, and career development (00:45:46)

7 Takeaways:

1. Effective consultants focus on asking insightful questions rather than simply demonstrating expertise, as this approach leads to better problem-solving and client relationships.
2. Building rapport and psychological safety is crucial before asking probing questions, especially in different cultural contexts where relationship-building may be more important initially.
3. The Socratic method can be a powerful tool when used with genuine curiosity and humility, rather than as a means to prove someone wrong or appear superior.
4. For technical consultants, developing strong questioning skills may require intentional effort, as it often doesn't come naturally to those with an engineering mindset.
5. Asking thoughtful questions can actually demonstrate more expertise than simply stating facts, though this approach may feel counterintuitive at first.
6. Good questioning involves being curious, open-minded, and caring about the intent behind the inquiry, skills that can be learned and improved through practice.
7. Questions are fundamental to human existence, learning, and career development, serving as a powerful tool for personal and professional growth.

When you have a minute, go to the ⁠⁠⁠⁠⁠⁠⁠YouTube Channel ⁠⁠⁠⁠⁠⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE. Check out https://patreon.com/ConsultantsSayingThings and subscribe for special access to EVEN MORE content from the team.

The consulting industry stands at the cusp of a profound transformation, driven by rapid advancements in artificial intelligence and changing business landscapes. Here are 5 things consultants need to know about adapting and thriving in the future of 2035.

We Discuss:

• How will the role of consultants change by 2035?
• Is there a historical analog for the current pace of change in consulting?
• What should individual consultants do to prepare for these changes?
• Will AI completely replace human consultants?
• How might consulting firms change their investment strategies?

Key Highlights:

• The discussion focuses on a Strategic Foresight Study for 2035 produced by 2b Ahead, a German research firm, examining emerging trends in consulting (00:01:10)
• There's increasing uncertainty and "fog" in the business world, making navigating uncertainty a key value proposition for consultants (00:06:09)
• AI and automation are impacting knowledge work and consulting more than previously expected, potentially displacing roles like legal and medical professionals (00:23:44)
• The pace of technological change and dissemination of information is accelerating, leading to faster development and adoption of new tools (00:15:02)
• By 2035, consulting firms may need to invest more in AI hardware rather than just hiring more consultants (00:29:29)
• Consultants should focus on recording their work in AI-accessible formats and developing "original thought" that AI currently can't replicate (00:31:40)
• To remain relevant, consultants should actively use and understand AI tools to improve their work and potentially create new business models (00:35:47)
• The potential impact of AI on consulting ranges from incremental improvements to transformative change if AGI (Artificial General Intelligence) is achieved (00:34:34)
• Embracing uncertainty and adapting to new tools is key for consultants' future success (00:40:18)

5 Takeaways:

1. The consulting industry is facing increasing uncertainty and complexity, making the ability to navigate ambiguity a crucial skill for future consultants.
2. Artificial intelligence and automation are impacting knowledge work more significantly than anticipated, potentially displacing traditional consulting roles and requiring consultants to adapt their skillsets.
3. By 2035, consulting firms may need to invest more heavily in AI hardware and capabilities rather than solely focusing on hiring human consultants.
4. To remain relevant, consultants should actively use AI tools, focus on developing "original thought" that AI can't replicate, and look for ways to make their services more accessible and scalable.
5. The future of consulting will likely involve a symbiotic relationship between human expertise and AI capabilities, with successful consultants leveraging both to provide unique value to clients.

Here is the link to the full report, Strategic Foresight 2035 by 2b Ahead. https://2bahead.com/en/zukunftsstudie-kundenkommunikation2030-1 Patreon subscribers get the full document as well as the summarized set of slides. When you have a minute, go to the ⁠⁠⁠⁠⁠⁠⁠YouTube Channel ⁠⁠⁠⁠⁠⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE. Check out https://patreon.com/ConsultantsSayingThings and subscribe for special access to EVEN MORE content from the team.

The rise of AI in consulting is akin to the demise of the buggy whip industry in the early 20th century. Just as the automobile rendered buggy whips obsolete, AI and large language models threaten to automate many tasks traditionally performed by consultants. Here are 7 things you need to know about adapting to survive this disruption.

We Discuss:

• What is the threat AI poses to consulting?
• How do consultants USE AI instead of being replaced by it?
• How can consultants keep an authentic voice in the face of LLMs?
• What is the consultant's value proposition in an AI future?
• What types of consulting careers are most likely to be impacted?

Key Highlights:

• The consulting industry may be facing a "buggy whip moment" due to the rise of AI and large language models (LLMs) that can automate tasks traditionally done by consultants. (00:02:53)
• Consultants who don't adopt AI tools risk being replaced by those who do, similar to how those who didn't adopt typewriters were replaced by those who did. (00:06:45)
• AI tools can augment consultants' capabilities, allowing them to do more work at a better quality level. (00:27:36)
• The consulting industry may shift from providing free advisory content to protect their IP from being used to train AI models. (00:10:47)
• Consultants should be vigilant, view AI as an opportunity, skill up, focus on human elements, niche down, and get closer to clients to navigate the changes brought by AI. (00:33:56)
• Consulting work that requires human-level decision-making and capability will likely remain relevant in the short to medium term. (00:40:17)
• Consultants should protect their IP going forward to maintain their value and competitive edge. (00:44:01)
• Soft skills, emotional intelligence, and creativity will remain important for consultants as AI focuses on past data rather than innovative thinking. (00:30:32)
• Consultants who enjoy building machines (processes and new things) will have an advantage over those who prefer running machines (turning the crank). (00:41:10)

7 Takeaways:

1. The consulting industry is facing a potential disruption due to the rise of AI and large language models that can automate tasks traditionally performed by consultants.
2. Consultants who fail to adopt AI tools risk being replaced by those who do, highlighting the importance of staying current with technological advancements.
3. AI tools can augment consultants' capabilities, enabling them to deliver higher quality work more efficiently.
4. The consulting industry may shift away from providing free advisory content to protect their intellectual property from being used to train AI models.
5. To navigate the changes brought by AI, consultants should be vigilant, view AI as an opportunity, develop new skills, focus on human elements, specialize in niche areas, and build stronger relationships with clients.
6. In the short to medium term, consulting work that requires human-level decision-making and capability will likely remain relevant.
7. Soft skills, emotional intelligence, and creativity will continue to be valuable assets for consultants, as AI focuses on analyzing past data rather than generating innovative ideas.

When you have a minute, go to the ⁠⁠⁠⁠⁠⁠YouTube Channel ⁠⁠⁠⁠⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE. Check out https://patreon.com/ConsultantsSayingThings and subscribe for special access to EVEN MORE content from the team.

For ambitious consultants aiming to establish themselves as thought leaders and advance to senior decision-making roles, deliberate career planning is important. Here are 5 tips for actively managing your consulting career. We're joined by Patrick Milholland who in his career has served in every major C-Suite position but found his groove with a non-profit career, specifically his utlimate goal of a CIO career. We Discuss:

• Why would someone plan their career this way?
• How does education impact the career plan?
• What are some of the pros and cons to taking this approach?
• What were some of Patrick's hard choices in his journey?
• What are some of his insights gleaned from following this process during his career?

Key Highlights:

• Patrick deliberately pursued 3 degrees with the goal of becoming a CIO (3:00-6:24). There was a clear career plan in place and calculated choices were made to achieve the goal.
• Working as a consultant provided great experience and exposure that enabled attaining a CIO role (12:11-14:18). The consulting skills translated directly.
• The consulting role was left for a CIO position at a nonprofit where purpose and satisfaction was found, beyond just financial motivators (14:18-15:45).
• Over time, impressive credentials and titles were accumulated that opened up additional career opportunities (32:13-34:12). The background stood out.
• Be deliberate about aligning career choices with defined goals and to consider personal tradeoffs like family time (40:24-41:28). Having a plan matters.
• Location has an impact – being in Silicon Valley expanded options vs. being in Ohio (34:05-34:24).

5 Takeaways:

1. Education has an impact on getting noticed and gaining positions and needs to be aligned with the career strategy, sometimes by sacrificing things
2. Working as a consultant can provide experience and exposure that enables a longer term career plan.
3. Purpose and satisfaction beyond just financial motivators is more important than most people think when they're starting out.
4. The accumulation of impressive credentials and titles can open up more and better career opportunities.
5. Knowing your values, and being deliberate about aligning your career choices with those values will better enable you to reach your goals. When you have a minute, go to the ⁠⁠⁠⁠⁠YouTube Channel ⁠⁠⁠⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE. Check out https://patreon.com/ConsultantsSayingThings and subscribe for special access to EVEN MORE content from the team.

We spend our lives gaining knowledge of the world around us. Unlearning things, making room for new knowledge or corrected or updated knowledge, is a skill we aren’t usually taught and don’t often practice. Here are 8 important things to know about Unlearning.

We're joined for this discussion by Pete Cafarchio who is an executive coach that helps transform leaders, teams, and cultures. Pete is the CEO of Oculus Consulting and helps practitioners perform at their best.

We Discuss:

• What is unlearning and why is it so important?
• What are the implications of unlearning for us as consultants?
• What are the implications for our clients?
• How do we effectively challenge a client’s stuck mindset?
• What's preventing us from applying this strategy?

Key Highlights:

• Unlearning is challenging deeply held beliefs and assumptions to make room for new perspectives (6:36).
• It takes courage since consultants are paid for what they know (6:15).
• We tend to defend our thinking, but feeling defensive can indicate we're not fully convinced about something (24:25).
• Self-awareness of our emotional reactions can reveal opportunities for unlearning (25:05).
• Groupthink and technology like social media algorithms can reinforce entrenched thinking, making unlearning more difficult (17:58, 30:04).
• Practical tips for unlearning include exposing ourselves to contrary views (35:02) and asking questions that imagine project failure scenarios (36:32) or competitor advantages (37:13) to surface overlooked issues.
• Facilitating unlearning conversations creates value for clients by getting them to reconsider assumptions (44:23).
• Information is now ubiquitous; consultants add value through context, application and strategy (43:36).

8 Takeaways:

1. Unlearning involves challenging ingrained beliefs to make room for new perspectives, which takes courage since consultants are paid for their knowledge. (6:36)
2. Feeling defensive about an idea can signal that we are not fully convinced about it and presents an opportunity for unlearning. (24:25)
3. Technology like social media algorithms tends to reinforce tribal thinking, making unlearning more difficult. (30:04)
4. Intentionally exposing ourselves to contrary opinions helps to challenge our assumptions and unlearn. (35:02)
5. Asking “what if we fail” questions imagine failure scenarios to uncover overlooked issues. (36:32)
6. Posing “what would competitors do” questions surfaces organizational vulnerabilities. (37:13)
7. Facilitating unlearning conversations creates value for clients by getting them to challenge assumptions. (44:23)
8. With ubiquitous information, consultants now add value through context, application and strategy rather than just providing information. (43:36)

When you have a minute, go to the ⁠⁠⁠⁠YouTube Channel ⁠⁠⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE. Check out https://patreon.com/ConsultantsSayingThings and subscribe for special access to EVEN MORE content from the team.

With focus on people, practical tips, managing uncertainty, anticipating trends, and weighing digital impacts - our annual Christmas Special is chock-full of useful and relevant stuff for consultants.

We Discuss:

• First appearances on the podcast by each of the cast and current reflections on what each of us said back then
• Best-of moments from 2023 and why they are relevant
• Predictions for 2024

Key Highlights:

• Phil reflects on his comments from the first ever episode in 2018, showing how his views on the importance of understanding people and their needs is still highly relevant today. (00:05:32)
• Whynde observes how the need for human connection seems amplified now compared to when the podcast started, noting massive changes like work-from-home and AI. (00:13:35)
• The cast has had thought-provoking conversations over the years that have informed major life and career decisions, keeping the focus more on functioning as good human beings rather than just technology. (00:25:49)
• The episode on Using LinkedIn for Success was the most popular of the past year, indicating an interest in practical tips beyond just consulting. (00:37:30)
• Tom Graves advises not trying to predict the future but instead focusing on adapting in real-time. (00:48:03)
• Whynde hopes businesses become more thoughtful and discerning with new technologies like AI, carefully examining what it really means and the unintended consequences. (01:11:43)
• Shashi predicts a major skills shift as AI gets democratized, with business users outside IT getting more tech-savvy and implementing solutions themselves. (01:16:01)
• Phil sees cyber security threats growing as more are able to "game the system", making it harder to discern what's real vs AI-generated. (01:18:37)
• Chris predicts more focus on how AI is relevant and applicable to solving business problems, beyond just the "gee whiz" factor. (01:23:02)

7 Takeaways:

1. The focus has evolved to be more on functioning as good human beings and maintaining sanity versus just discussing technology.
2. There is strong interest beyond just the consulting audience in practical advice like effectively using LinkedIn.
3. Adapting in real-time is advised over trying to predict the unpredictable future.
4. Carefully examining what emerging technologies really mean for businesses, including unintended consequences, is hoped for.
5. Major skills shifts alongside potential growth in cyber threats are predicted as AI becomes democratized.
6. Maintaining work-life balance seems increasingly challenging amidst more remote work and turbulent times.
7. Frameworks shared, like Chris Potts’ unifying model, can help guide decision-making amidst constant change.

The digital age has offered countless opportunities for connection, but the depth and authenticity of these connections often fall short. Check out these 5 strategies for growing professional communities.

We Discuss:

• Why do these communities matter? What problem are they solving?
• What are some challenges faced by consultants when seeking to build authentic, supportive networks?
• What are some strategies for a) finding a community to be part of; b) growing one of your own?
• How much does being ‘close-knit’ matter with these communities?

Key Highlights:

• Introduction to Converge Australia 2023, a series of 32 events in 25 days across Australia bringing strategy, architecture and community professionals together (2:20-4:00)
• The motivation and goals in attending professional community events (23:27-25:52)
• How to find and get involved in a professional community (25:52-28:11)
• Expectations and mindset that drive people to attend events like this (30:32-31:47)
• Importance of quality conversations over scale (36:35-38:18)
• Keys to building community (40:25-42:16)

5 Takeaways:

1. People attend these events to interact, gain new ideas, meet interesting people, and to make connections - if you're building a community you need to understand their motivations and why people come together
2. Getting involved in a professional community starts with building relationships and networks over time in areas that you have a genuine interest
3. Go in with a learning, exploratory mindset without set expectations and be prepared to give more than you receive and contribute value
4. Breaking large groups of people into smaller, more intimate groups leads to better conversations and connections than one large event
5. Understand who you want to help, what they need, how you can help - realize people are actively seeking community and connections

When you have a minute, go to the ⁠⁠⁠YouTube Channel ⁠⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE.

Consulting is known for long work hours, lack of work-life balance, tedious work, and sometimes lack of meaning. Here are the 5 things you should know about consulting and disillusionment. In this episode we discuss:

• What causes consultants to become disengaged or lose passion for their work over time?
• How do consulting firms try to engage and motivate their employees? Do these things work?
• What warning signs should consultants look out for that may indicate they are becoming disengaged?
• Are certain types of consulting roles or firms more prone to this than others?
• What should the cats on the ground do if they sense they're becoming disillusioned?

Key Highlights:

• Disillusionment begins when reality doesn't match expectations (9:00)
• Misalignment with values and life priority changes can also lead to disillusionment (14:15)
• Warning signs include apathy, irritation, fatigue (16:10)
• Lack of purpose, autonomy, work-life balance, not feeling valued causes issues (23:00)
• Steps to address: clarify values, assess root causes, change teams/projects, change industries (27:30)

5 Takeaways:

1. Disillusionment in consulting careers can happen when reality doesn't match expectations, values are misaligned, or life priorities change over time. Early warning signs include apathy, irritation, disconnection, fatigue.
2. Lack of purpose, lack of autonomy, poor work-life balance, not feeling valued, and not aligning with company culture can also lead to disillusionment.
3. Steps to address disillusionment: clarify values, assess root causes, explore options like new teams, projects, sabbatical, industry roles. Catch issues early.
4. To retain talent, companies should provide coaching/mentors, flexibility, continual growth opportunities. Fostering feelings of value and community also helps.
5. If leaving a company, do it gracefully - don't burn bridges. Thank them and own that it's your decision to make the change. This preserves professional reputation.

When you have a minute, go to the ⁠⁠YouTube Channel ⁠ to see all the free content. While you're there, LIKE and SUBSCRIBE.

The Corporate IT group is sometimes viewed as a black hole consuming resources and getting in the way of getting business done. Almost like some don't know what Corporate IT does...

Some in the enterprise don’t really know how to engage with and leverage technology to deliver value. If it is hard for those who work FOR the company, it can be even harder to navigate corporate IT as a consultant who has landed someplace to try to address business problems.

Given that corporate IT represents a set of services or capabilities that enable an organization to realize business objectives, it is pretty important for anyone seeking to effect change to understand how to engage with them. Consultants especially need to work with corporate IT in order to deliver promised value for their consulting services (and to collect their fees).

Suffice it to say that “navigating the client’s IT organization” is not typically taught to consultants before they show up to solve business problems.

I wanted to explore this topic with some smart friends. I hit up Chris Potts and R.M. Bastien who have both written and spoken on this topic a great deal.

In this episode:

• What do we actually mean by corporate IT? What does it consist of and what does it usually provide to the rest of the company?
• Why do some IT groups have a dubious reputation for delivering value? This isn’t true everywhere… what makes the difference?
• Why does IT sometimes seem disconnected from the business it is enabling?
• For consultants on technical engagements, what are some tips for establishing rapport with the IT group? For consultants on strategy engagements, how do they engage with client IT groups?

Chris Potts is a globally-recognized enterprise architect, enterprise designer and mentor who has worked in over 27 countries and helps companies, governments and individual leaders with the creative, practical, cultural and political aspects of being successful in their given contexts. He's the author of a series of books on the value of IT, architecture and how change relates to them both.

R.M. Bastien has worked for over 25 years as a management coach, trainer, and architect. His mission is to help leaders understand and overcome the challenges and limitations of the current corporate IT engagement model, and to achieve higher quality and faster delivery of business goals. He is the author of an executive leadership guide to corporate IT strategy.

Check out their sites and publications below:

Chris Potts Online: https://lnkd.in/gn7ux8F5

FruITion Trilogy: https://lnkd.in/g35RPPiS

R.M. Bastien: https://rmbastien.com/

Understanding the Corporate IT Strategy Game: https://a.co/d/75pPl6X

Add your thoughts to the conversation on ⁠LinkedIn ⁠or ⁠YouTube⁠.

You can also like and subscribe on the ⁠YouTube Channel ⁠(and you should!)

Consultants are required to have multiple sets of skills. One of those involves bringing people together in workshops to address problems or work out complex tasks. Many consultants are terrible at it...

In a recent thread in Reddit's r/consulting community, a junior consultant posted that they were running their first workshop and wanted the community's input on how to effectively run this session. I thought this would make a great topic for... more seasoned (old) consultants to reflect on.

I asked my friends to join me in a conversation on must-haves for running workshops.

In this episode:

• What's the difference between a workshop, a meeting, a gathering, etc.?
• When should a workshop really just be a brief meeting or an email?
• What works best, in-person, virtual, hybrid? When should each be used?
• What are table stakes, absolute must-haves for any workshop?
• How do you get good participant engagement in a workshop?
• How do you ensure participants get value from a workshop?

If you are a consultant and haven't already joined the r/consulting community on Reddit, you probably should.

Add your thoughts to the conversation on LinkedIn or YouTube.

You can also like and subscribe on the YouTube Channel (and you should!)

Clients don't hire consultants to learn about our unique frameworks or totally novel perspectives or listen to our thought projects on topics like AI, data strategy or new product development. They hire us to help drive outcomes.

Sometimes these are outcomes that the client has already defined, other times they need some help divining what should actually result from a particular strategy or project.

Naturally there is a tension between the design of something and the realization of the thing. For consultants, there is a struggle between the abstract, ambiguous, hand-waving strategic things and the super technical, hyper focused lost in the weeds things.

Oftentimes we lose sight of the actual reason for working a problem with a client. We become so involved and invested with the details of HOW that we forget WHY.

The outcome is what matters. Keeping focus on that is not always easy.

In a recent conference hosted by IASAGlobal.org dealing with Business, Innovation, Leadership & Technology (BIL-T) and focused on driving real world outcomes, my friends and I were asked to host a live session of our podcast. With a dose of editing legerdemain and a degree of intrepidity, we managed to craft an episode from the live talk.

In this episode:

• What are ‘good’ behaviors with regard to delivering outcomes?
• What should consultants be caring about?
• Are Client and Consultant outcomes always aligned?
• How do consultants balance what the client wants vs what is achievable?
• How do consultants know the right level of detail for the audience/client/group?

Add your thoughts to the conversation on ⁠⁠⁠LinkedIn ⁠⁠⁠or ⁠⁠⁠YouTube⁠⁠.⁠

You can also like and subscribe on the ⁠⁠⁠YouTube Channel ⁠⁠⁠(and you should!)

Vacation is a great time to contemplate life, work, and life and work. The two can frequently be at odds for most people.

When we can relax our brains for minute, there's an opportunity to check-in and assess whether the work that we do and the life that we lead support one another. We hear all about work life 'balance' but that concept suggests compromises and doing neither work nor life well, but each in mediocrity.

What we should be after is figuring out if our life and our work are coherent. Does the one support and sustain the other. Do they move us in the same direction toward our goals or are they moving in different directions, tearing us apart.

My friend Phil joined me to talk about this. To be honest, we didn't start out intending to discuss it or make it an episode. We were just having a chat and captured some interesting conversation that has so many 'legs' to it. I suspect we will discuss this more in the near future.

In this episode:

• What's the problem with work/life "balance"?
• Why are so many people seemingly stuck in work or life situations making them unhappy?
• What are some purposes to life and how can work provide support?
• How can you use questioning to help attack this issue?

Add your thoughts to the conversation on ⁠⁠LinkedIn ⁠⁠or ⁠⁠YouTube⁠.⁠

You can also like and subscribe on the ⁠⁠YouTube Channel ⁠⁠(and you should!)