consulting business key to problem solving role

The 6 Essential Consulting Skills (Clients Want These)

Do you possess the consulting skills that make clients want to hire you?

Your core expertise — like environmental or sales consulting — form the basis of your consulting business

However, you’ll also need to cultivate a broad range of consulting skills.

Here are the consulting skills that are the most challenging for new consultants (according to our “ How To Start A Consulting Business in 2022 Study “):

• Marketing : generating conversations with prospective clients (33%)
• Sales : turning conversations with prospective clients into paid projects (26%)
• Fees : figuring out what to charge for my services and why (12%)
• Operations : setting up and running the business (accounting, legal, etc) (8%)
• Knowing what to focus on and when (8%)
• Time Management & Organization : getting everything on my to-do list done (6%)
• Emotional : loneliness and frustration with starting a new business (3%)
• Project Delivery : delivering on projects for my clients (3%)

These other consulting skills complement and reinforce your core expertise while dealing with clients and running your consulting business.

In this post, you’ll learn about the 6 essential consulting skills that will turn you into a better, more in-demand consultant.

1. Communication Skills

Consultants engage in a lot of oral and written communication with clients before, during, and after projects. Whether it’s…

• Asking your client meaningful questions during sales conversations
• Presenting your analysis during a project
• Following up and asking for a referral

Your communications skills determine how your clients view you. Whether they trust and like you, as well as whether or not they see you as a real authority and expert.

However, good oral communication skills are not enough.

You also need the ability to communicate your value through your writing skills, including your…

• Marketing and sales materials
• Your consulting website copy
• And blog content

If you can’t communicate the value you bring or the results you’ve created — you’ll have a tough time marketing your consulting business .

How to Demonstrate Your Communication Skills

Learning how to carry on a meaningful conversation with your consulting clients and asking great questions is key to demonstrating your communication skills.

But don’t forget that listening is just as important to your communication skills as the ability to speak and write.

If you don’t listen closely to what your clients are saying, you’ll be focused on just talking and offering ideas — like an inexperienced consultant:

(Chart taken from our article Best Questions to Ask Consulting Clients: Updated Playbook )

Elite consultants let their clients do most of the talking.

As a result, they ask better questions — questions that make their clients think and see different perspectives and opportunities. Questions that position the consultant as an expert and trusted advisor.

How to Improve Your Communication Skills

The best way to improve your consulting skills is to write.

Here’s an exercise Andrew Sobel introduced me to that you can use to improve your writing skills — and create tremendous value for your clients:

• Bring up a blank document. Write a list of 30 of the major topics, problems, and questions currently facing your industry.
• Every day, spend 30 minutes writing a 1-page article on each topic, problem, or question — adding your insight and value to the discussion.
• By the end of 30 days, you’ll have a 30-page document adding your insight to the most important topics in your industry.

Use a tool like Grammarly or Hemingway Editor to help you write with focus and clarity.

Don’t write to make yourself sound smart. Write so that clients easily grasp your ideas, points of view, and insights.

In Momentum, our flagship program for early-stage consultants , we have an entire module on how to write thought-leadership content that attracts clients:

From Momentum , our early-stage program for consultants.

Communication Skills Example

Nancy Duarte , communication expert and CEO of Duarte, Inc, is an expert on giving presentations and using data to tell stories.

Here’s an example of how she communicates suggested actions directly and confidently to a client:

“Some people would say, “The data speaks for itself,” but somebody has to form a perspective around it. Technically, artificial intelligence can read data and tee up an observation from the data. In this case, somebody has to form a point of view about it.

Six-Figure Blueprint

You wanted an example of a point of view. You’re making a claim that if we do this action our data could transform in the future.

Here’s a little example: “changing the shopping cart experience and our shipping policies could increase sales by 40%.”

There’s an action — changing our cart and shipping policies — and what’s at stake is a 40% increase in sales. It’s super tight. It’s one sentence. It’s not super complex but doing it as a tight lockup where it’s like, “Here’s my point of view. Here’s the payoff,” or “Here’s my point of view, and here’s the problem.” It makes it clear.”

2. Observation Skills

As a consultant, you’ll often play the role of the observer .

You’ll be focused on whatever part of your client’s organization you are engaged with. And, you must be able to notice, analyze, and provide feedback on any areas of concern or interest.

It’s difficult for your clients to assess their own business because they are so close to it. They hire you to provide an outsider’s view. You help them make more objective and informed decisions. More on this in #6.

How To Demonstrate Your Observation Skills

Demonstrating your observation skills involves every other skill on this list.

By using your skills in problem-solving, objectivity, and communication skills together, you analyze and present your findings to your client — which demonstrates your skills as a keen observer.

Powerful observation skills highlight areas in the client’s business they’ve never seen or considered before.

How To Improve Your Observation Skills

The more projects, businesses, and clients you work with, the better your observation skills will become.

Practice your observation skills by learning to watch and listen carefully.

Learn how to take smart notes . Note-taking is an essential part of observation, and notes give you material to work with in your consulting projects.

Try and see the “bigger picture.” Connect the dots in the client’s business. Highlight patterns and trends. Communicate them to your client.

Observation Skills Example

Many years ago in Japan, I was sitting down in a design meeting with a design firm and the president of a multi-billion dollar company.

We were discussing how to re-brand the company.

The designers were hurling ideas across the table about how the visual brand should look.

The president was hearing a lot of different ideas and opinions, but nobody was giving him direction .

Leaders value direction — someone who can give them answers based on their expertise.

Even though I was the sole foreigner at the table — and younger than everyone — I decided to speak up.

“If you want to grow the brand in an international market, I would go with this option.”

“ OK, let’s do it.” the president responded.

After a discussion that lasted a few hours, his quick response surprised everyone in the room.

And I learned a valuable lesson: being a keen observer who can observe and suggest action is a fundamental consulting skill.

3. Problem-Solving Skills

Problem-solving is a core part of consulting.

It’s what you do for a living: applying your skills and expertise to a particular problem that your clients have and help them achieve their desired result.

Armed with a high level of skill and experience in your field, your ability to solve your client’s problems is a big part of why they hire you.

How to Demonstrate Your Problem Solving Skills

One of the best ways to demonstrate your problem-solving skills is by writing case studies.

• Pick a successful project that you completed for a client.
• Create four headers for the case study: Overview, The Problem, Actions, The Result
• In the Overview section, describe the situation the client was in, what they wanted to accomplish, and the challenge they were facing. Keep this brief.
• In The Problem section, write a detailed description of the problem your client was facing before they hired you.
• In the Actions section, write a detailed description of how you solved the problem.
• In The Results section, write a detailed description of the outcome your Actions created for the client.

Clients reading your case studies will pay close attention to the problem you helped your client solved.

If it’s similar to the problems they are (or may in the future) experience in their business, they’ll want to have a meaningful conversation with you about how you can help them solve their problem.

How To Improve Your Problem Solving Skills

The best way to improve your problem-solving skills as a consultant is by solving your client’s problems through project work, reading and studying deeply to understand different situations, cause and effect, and gain new perspectives.

The bigger the problem you solve for your clients, the better you’ll get at problem-solving.

There are no real shortcuts to improve your problem-solving skills. Solve difficult problems, study, learn, and you’ll become a master problem-solver — one your clients can’t afford to lose.

Problem Solving Example

Check out our consulting case studies that show how we’ve helped consultants solve problems in their businesses.

• How we helped nonprofit consultant Nic Campbell double her number of clients within a few weeks
• How we helped software consultant Sam Schutte increase revenue by 60% and win a $250K project
• How we helped marketing consultant Donna Bates win 1 1 new clients, 10X her fees, and gain a new sense of confidence

4. People Skills

Developing and sustaining good relationships with your client, their employees, and other key players is paramount. The success of your consulting projects depends on these relationships.

If you have good people skills, people like, trust, and respect you more. When clients like, trust, and respect you, your projects will run smoothly.

How To Demonstrate Your People Skills

One of the best ways to demonstrate your people skills is to practice being empathetic and being someone they know they can trust.

In the context of consulting, one of the best ways to practice being empathetic and gain trust — and thus, demonstrate your people skills — is to add value .

• Do what you say you will do
• Deliver results to your client
• Don’t just meet, but exceed expectations
• Be consistent and show them you understand their situation
• Listen attentively
• Always look for new opportunities to add value

Adding value to client’s lives shows that you are listening to them, understanding them, and are taking time out of your day to make their life better.

How To Improve Your People Skills

Improving your “people skills” might seem like an abstract idea.

To improve your people skills, focus on building relationships.

Here’s something you can do every day to build relationships and improve your people skills.

• Every day, reach out to 1 new potential client.
• Learn a little about them, their business, and their interests.
• When you message them, lead with empathy — make the message more about them, what they are likely thinking about and feeling, and their interests instead of you and your business.
• Don’t pitch. Instead, use this as an opportunity to learn about the pains and desires of this ideal client.
• Once you understand their pains and desires, look to add value to their lives by sharing content to help them.

Not only will this habit help you improve your people skills, but you’ll be “in the flow”: continually connecting with and building relationships with the clients in the industry you serve.

People Skills Example

In our 2021 February Mastermind Group, we invited Jason Bay, founder of Blissful Prospecting.

He gave a talk about prospecting. And for consultants, good prospecting takes good people skills.

Jason Bay teaches the REPLY method :

• Relevant Results. Showing the prospect results you’ve created that are akin to the results they want.
• Empathy. Showing prospects you understand their pains and desires.
• Personalization. Showing prospects that you are not using automated messages, but know a bit about them.
• Laser-focus. Showing prospects that you respect their time with a short, clear message.
• You-oriented. Showing prospects that you’re interested in them, not pitching yourself.

Here’s an example of a real email that successfully landed a meeting using these principles:

Learning to send outreach messages like this requires solid people skills.

The best way to get better at them? Practice.

With good people skills, you’ll have a much easier time winning and completing consulting projects.

5. Organization & Time Management Skills

If you’re a freelance consultant, you’ll wear many hats and have many tasks to accomplish. In the early days, you are the business.

In the morning you might have a sales call. During the afternoon, you’re working on a project. Later that evening, you’re sending invoices and following up with clients.

It’s critical that you learn to manage your time well. Otherwise, you risk falling behind.

By staying organized, productive, and practicing good time management, you’ll be able to systematically and methodically complete your tasks.

How To Demonstrate Your Organization & Time Management Skills

Clients are always assessing you based on how organized you are and how you manage your time. If you are methodical in how you organize your work and your time, they’ll see you as being more organized and therefore, trust you more.

To demonstrate your organization & time management skills…

• Make plans and stick to them
• Use efficient methodologies (ex: Agile, Lean) that allow you to get results in a quicker time frame.
• Be punctual, submit your work on time, and respond quickly to clients quickly.
• When clients need a reminder about specific dates or details, be the one who reminds them.

How To Improve Your Organization & Time Management Skills

To improve your organization skills, don’t rely so much on your memory.

Instead, use note-taking tools like Asana , Evernote , Notion , or Roam to store key details. Keep your notes handy whenever you are speaking with a client so that you always have the key details on hand.

To improve your time management skills, create schedules for yourself and use a calendar.

Make a daily plan for yourself: what you will do, and when. And a tool like Google Calendar will help you organize your time effectively.

Using these tools to keep you organized and manage your time frees up your brain to focus on tasks that demand more attention and focus.

Organization & Time Management Skills Example

At Consulting Success®, we made the shift to using Asana to manage our meetings and various projects.

Prior to using Asana, we used a collection of Google Docs. It took us time to track down the Google Docs we needed.

With Asana, we’ve organized much of the business into a centralized system. This makes it easy for us to see who’s working on what, when it’s due, and how to do it.

It has helped everyone become more organized — and, as a result, frees up time for everyone to focus on deeper, more meaningful work.

6. Objectivity & Independence Skills

Clients need more than just your skills and experience. They need an unbiased and objective analysis of their situation. As a consultant, you are brought in as a third-party observer to provide your unbiased and objective opinions.

Don’t get too personally invested in your projects. What matters most is providing your client with the right solution to their problem. If that means telling them an uncomfortable truth, it’s your duty to tell them the truth.

Your clients are surrounded by “yes-men” and “yes-women.”

You need to be the one who can tell them “no” and given them a sound reason when appropriate.

How To Demonstrate Your Objectivity & Independence Skills

The best way to demonstrate your objectivity & independence skills is to be a source of truth to your client.

When they come to you for help, you need to tell them the truth.

This is easier said than done. Telling the truth often requires you to be harsh, blunt, or even disagreeable.

Being straightforward and telling the truth can also cause some short-term pain.

However, if you are truly looking out for your client, you’ll tell them the truth — or do the best you can to give them an accurate, objective analysis from your point of view.

Short-term pain is worth it if it improves your client’s condition in the long run.

How To Improve Your Objectivity & Independence Skills

To improve your objectivity & independence skills, practice being more direct & honest with your clients.

If they ask you if something is a good idea, and you don’t think it’s a good idea, tell them. Don’t beat around the bush: tell them “no” and give them reasons why.

“No” is an appropriate answer to give your client as long as you think it’s in their best interest.

If you’re afraid of coming across as mean or unpleasant, use the hamburger technique:

Source: The Feedback Burger – How To Give Proper Constructive Feedback

Start your feedback with a compliment. “I like where your head is at with this idea.”

Then, offer your criticism. “However, in this case, I don’t think that would work. Here’s why.”

Finish your feedback with another compliment: “But you’re on the right track. What do you think about doing this instead?”

This technique helps you cushion the blow and guide the client towards a better action.

Objectivity & Independence Skills Example

I was working with a consulting client who understood the importance of marketing — of doing outreach and follow-up — but they weren’t doing it.

They created “busyness” for themselves to avoid the uncomfortable work of growing your business.

During a coaching call with them, I asked:

“When you look back, how will you feel? Will you regret that you didn’t put in the effort? Will you regret not doing a bit more marketing and follow-up? Even though it’s uncomfortable, do you think you might regret it?”

“Yes, I probably would,” the client responded.

Then, I created an action plan to help the client with their marketing.

I could have avoided asking the uncomfortable question and playing it safe. But the client needed a push in the right direction.

Sometimes, your clients will need that same push. But you can’t give them a push in the right direction if you are afraid of telling them the issues that you see.

However, if you are being honest, you’ll have uncomfortable conversations that might hurt in the short-term, but help in the long term.

Imperfect Action: Work On Your Weakest Consulting Skills

Being a consultant requires more than subject matter expertise.

If you want to be successful, you must develop skills in…

• interpersonal relations
• communication
• conflict-resolution

…and more.

Take time each week to work on the consulting skills where you’re lacking

Working on your weaknesses is frustrating, but it’s one of the best things you can do as a consultant.

The more consulting skills you have in your toolbox, the more value you’ll create for your clients — and, as a result, the more value you’ll capture for yourself.

What consulting skills have you found to be the most important?

Which consulting skills are you currently working on?

Leave a comment in the comments section below and join the discussion.

And if you’d like coaching to help improve your consulting skills, we can help. 

In our Clarity Coaching program , we’ve helped over 850 consultants to build a more strategic, profitable, and scalable, consulting business.

We’ll work hands-on with you to develop a strategic plan and then dive deep and work through your ideal client clarity, strategic messaging, consulting offers, fees and pricing, business model optimization, and help you to set up your marketing engine and lead generation system to consistently attract ideal clients.

You’ll learn how to make more money with every project you take on — and how to land more clients than ever before. Learn more about Clarity Coaching and get in touch to talk about your situation and goals .

One thought on “ The 6 Essential Consulting Skills (Clients Want These) ”

Thanks for going over some skills to have for a business consultancy. You mentioned that you should make sure you are good at problem solving especially since you need to be able to apply an objective to a particular problem. It sounds like you should really research different methods to understand what the different options could be.

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Hacking the Case Interview

Having the right skills for management consulting is critical to successfully helping companies solve their toughest challenges and reach their goals.

Management consulting is a challenging and fast-paced profession. There are a variety of different soft skills and hard skillsevery successful consultant needs. These skills include: problem solving, strategic thinking, collaboration, analytical thinking, adaptability, and project management to name a few.

In this article, we’ll cover the top 15 skills that management consultants need and exactly how to get these skills. This article will be helpful for those looking to break into consulting as well as junior level consultants trying to make their way up to partner.

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is Management Consulting?

Management consulting is the profession of helping companies solve business problems and improve their overall performance. Management consultants look at how a business works and find ways to make it more efficient and profitable.

Business problems that management consultants solve include: finding ways to improve revenue, finding ways to increase profits, deciding whether to enter a new market, and deciding whether to acquire another company.

Consultants don’t just give advice, but they also often help implement their ideas. They will often work closely with the company to ensure that they successful implement their recommendations and fix any problems that arise.

Management consultants are critical to the success of many businesses. They use their skills to understand the market, company, and competitors to develop tailored, actionable strategies to help companies continue to grow and improve.

What do Management Consultants do?

Management consultants can be thought of as doctors for businesses. They come into a company, examine its operations and health, collect data and information to get the full picture, and then provide advice to the business.

So, what do consultants do ?

There are a variety of different tasks that a management consultant does:

• Analyze a business’s data to uncover key insights and findings
• Research competitors to perform competitor benchmarking
• Conduct market research to better understand market and competitor trends
• Interview industry experts, customers, and employees to collect valuable information
• Collaborate with clients to provide updates and collect feedback
• Creating presentation slides to articulate findings and ideas clearly
• Communicate major findings to the executive leadership team
• Create project plans to ensure recommendations are implemented successfully and on-time
• Manage direct reports, providing mentorship and coaching
• Manage the entire consulting team, providing directions and guidance
• Work on proposals to sell more consulting work

It is important to note that the exact tasks and responsibilities that management consultants have varies depending on tenure.

Junior level consultants are more focused on doing research, analysis, and making presentation slides. Mid-level consultants are more focused on managing direct reports and collaborating with clients. Senior-level consultants are more focused on managing the entire consulting team and selling more consulting work.

What Skills do Management Consultants Need?

Management consulting requires many different hard skills and soft skills in order to successfully help companies improve and succeed.

Consulting soft skills are non-technical skills that relate to how you work, communicate, and interact with others. Consulting hard skills are specific, teachable abilities or knowledge that can be quantified and measured.

Problem Solving

Problem solving is at the core of management consulting. Consultants face complex business challenges every day. Therefore, they need strong problem solving skills to be able to quickly develop effective solutions. 

Problem solving enables consultants to quickly identify key issues, analyze root causes, and propose practical solutions.

How to improve your skills :

• Participate in case study competitions to practice tackling real world business problems
• Pursue academic courses in business, statistics, or operations research that focuses on critical thinking, problem solving, and analytical methods
• Pursue academic courses that involve a business simulation component, where you can make business decisions and see the effect of your decisions
• Play puzzle games that require strategic planning and logical reasoning
• Participate in design thinking or problem solving workshops
• Think about how you would go about solving real world business problems that you hear about in the news

Strategic Thinking

Strategic thinking is another fundamental soft skill for management consulting. It involves understanding a company's long-term goals and ensuring that the decisions they make and the actions they take align with them.

Strategy can be summarized as two questions: where should the company play and how can the company win?

• Stay up to date with business news to see what problems companies are facing and what they are doing
• Read case studies on successful and failed company strategies
• Take relevant courses related to business strategy

Collaboration

Strong collaboration skills is essential in management consulting. Consulting requires working closely with client teams and colleagues to reach shared goals

Having collaboration skills helps you not only work efficiently and effectively with others, but also helps you navigate disagreements and conflicts that may arise.

• Get involved in team projects in your academic and professional life
• Join workshops or seminars focused on teamwork and leadership
• Practice active listening to ensure that you fully understand and can integrate other people’s views into your work
• Encourage open communication to prevent misunderstandings and build trust with teammates

Project Management

Good project management is key in consulting. Project management includes planning, executing, and completing projects successfully and on-time. Strong project management skills ensure that goals are met on time and within budget.

Without strong project management, strategic recommendations are not implemented properly or on-time.

• Take advantage of opportunities to manage small projects
• Volunteer at an organization as a manager or leader
• Pursue certifications such as PMP or CAPM to formally acquire project management skills

Researching is a critical hard skill for consulting. The recommendations that are formed in consulting are made based on data-driven insights. To uncover these insights, consultants must be able to gather relevant data. This forms the basis of informed decision-making.

Therefore, consultants need to be good at finding, analyzing, and using information.

• Take on research projects during your academic studies
• Take courses relevant to learning the scientific method and other research methods
• Practice looking for specific pieces of information online
• Learn how to interview other people

Analytical Thinking

Analytical thinking enables consultants to break down complex data and extract valuable insights. Analytical thinking is often used to evaluate business processes, financial reports, and market data.

Without analytical thinking, consultants cannot make sense of large amounts of data and information. Consultants would also not be able to solve problems that come up during the job without analytical thinking.

• Take math, economics, or science courses to help you think more critically about data and get quantitative practice
• Practice breaking down large, complex problems into smaller, more manageable parts
• Develop a habit of questioning and seeking deeper understanding of why things are the way that they are
• Brush up on essential case interview math skills

Communication

Clear communication is key in management consulting. It helps consultants articulate ideas and persuade clients to adopt recommendations. Consultants must excel in both written and verbal communication.

Communication facilitates how effectively consultants work with team members and clients. It is also critical for convincing clients to accept the proposed recommendations and also buy additional consulting work.

• Join public speaking clubs
• Take communication courses
• Practice writing and presenting
• Manage a regular blog or podcast

Client Relationship Management

Building and maintaining strong client relationships is essential in management consulting. This is the key to ongoing business success for consulting firms. 

Strong client relationship management skills helps consultants gain client trust, increases the likelihood that recommendations will be implemented, and fosters long-term client partnerships.

Clients are at the core of every consulting firm. Without them, the firm would make no money and would not be able to exist.

• Work in customer service or a client-facing role
• Learn relationship management and customer satisfaction techniques
• Practice making people happy in your academic or professional life

Executive Presence

Executive presence is the combination of qualities, traits, and behaviors that convey confidence, authority, and leadership capability. It is the ability to project a commanding presence and inspire confidence in others.

Executive presence includes various elements, such as confidence, composure, communication skills, charisma, authenticity, and professionalism.

This soft skill is critical for influencing decision-makers and persuading them to take the action that you recommend.

• Watch leaders that you admire to see how they communicate and interact with others
• Read about different leadership strategies
• Practice public speaking and presentation skills in front of an audience

Conflict Management

Differing opinions and interests can lead to conflicts during consulting work. Effective conflict management involves understanding the other party, resolving tensions, and agreeing on an acceptable solution for both parties.

The goal of conflict management in management consulting is to maintain team harmony and keep the project progressing along. It also helps keep positive, enduring relationships with team members, clients, and other stakeholders.   How to improve your skills :

• Take negotiation courses
• Learn different conflict resolution techniques
• Attend mediation or conflict resolution workshops

Leadership in management consulting involves guiding teams to ensure that everyone is working efficiently and effectively with one another. It also involves inspiring clients to follow through on plans. 

Strong leadership ensures that projects are driven with vision and purpose. It also ensures that people are inspired to work with you.

There is no one single best leadership style. Instead, many consultants are encouraged to have a variety of different leadership styles. They will choose the leadership style that works best based on the type of people they are working with.

• Take on leadership roles in community or professional organizations
• Attend leadership training programs 
• Read about leadership theories and practices

Adaptability

Management consulting is fast-paced and priorities and deadlines can change quickly. Deadlines that are weeks away can be moved up to being just a few days away. The piece of work that a consultant is working on can be deemed low priority and immediately stopped.

Adaptability allows consultants to adjust strategies and pivot quickly while working effectively despite new challenges or disruptions.

• Work in new, tough environments
• Learn from diverse life experiences 
• Be open to change in your personal and professional life

In management consulting, the ability to sell work to clients is just as important as delivering work. Strong sales skills helps consultants get new clients and projects. This hard skill for consulting is critical for the growth and survival of the consulting firm.

Not only do consultants need to sell clients on new projects, they also need to sell clients on their recommendations. For any meaningful change to happen after a consulting project ends, the client needs to be sold that the proposed recommendation is the best course of action.

• Take sales courses
• Practice sales roleplaying
• Work in sales to learn how to meet customer needs

Fast Learning

Consultants often work on projects in many different industries and functions. This requires them to be able to learn and pick up things quickly. The faster you can ramp up, the sooner you can be valuable and helpful to your team.

Many consulting projects last just a few months. If it takes you one month to ramp up on the client and industry, you likely won’t have enough time to complete the project objectives and deliverables.

• Challenge yourself with new and diverse subjects at school
• Practice using methods such as speed reading and mnemonic devices to ramp up on a topic quickly
• Consider changing jobs or roles to gain new work experiences and skills

Management consulting is a high-pressure profession with tight deadlines and high expectations. Resilience helps management consultants handle stress. It helps them overcome obstacles while delivering high-quality work under tough conditions.

The average management consultant stays in their role for about two or three years. It takes resilience to be able to stay in consulting for a long period of time. Many consultants leave consulting because of the long hours, intensity, and pressure.

• Practice facing stress in safe settings such as in sports 
• Take on tough assignments at work
• Learn stress management techniques such as mindfulness, exercise, or therapy

What Education do Management Consultants Need?

While there is no official degree or major that is required for management consulting, candidates will find it helpful to obtain a bachelor’s degree or MBA from a top-tier institution. Specifically, a degree in business, economics, or engineering helps develop strong quantitative hard skills that are necessary for consulting.

Consulting firms recruit the majority of their consultants out of top-tier undergraduate and MBA schools . These top-tier schools are often called “target schools” for consulting firms because consulting firms will specifically come to these schools to host information sessions, meet students, and interview them on-campus.

Attending a target undergraduate or MBA school significantly increases your chances of breaking into consulting.

Candidates can break into consulting if they attend a non-target school, but this requires heavy networking and some luck in the recruiting process.

Attending a target undergraduate or MBA school is especially critical to getting a consulting offer at top-tier consulting firms such as McKinsey, BCG, or Bain.

These top-tier firms are almost guaranteed to hire at least a few students from each target school. There is no guarantee for students at non-target schools.

Consulting firms will hire candidates across nearly every major, whether that is math, business, economics, engineering, computer science, political science, public policy, or the sciences. Therefore, you do not need to pick a specific major if you want to break into consulting.

However, many consulting firms value quantitative majors a bit more than qualitative majors. These quantitative majors include: economics, finance, business, engineering, physics, math, and computer science. These are some of the best majors for consulting .

These degrees give analytical and problem solving skills. These soft skills are relied on heavily in management consulting.

What Work Experiences do Management Consultants Need?

While management consulting does not require any specific work experiences to break in, candidates will benefit from having a diverse range of work experiences that helps them develop the soft skills, hard skills, and expertise necessary to excel in consulting.

For example, prior experience working in business provides consultants with valuable insights into how organizations operate. This could include roles in finance, marketing, operations, human resources, or other functional areas.

Consulting internships during undergraduate or graduate studies offer direct experience and exposure to the consulting industry. Interns work on projects alongside experienced consultants, gaining insight into consulting methodologies, client interactions, and problem solving approaches.

Consultants may also end up specializing in specific industries such as healthcare, technology, finance, or energy. Prior experience working in a particular industry can provide consultants with deep domain knowledge and credibility when serving clients in that sector.

Experience leading projects, coordinating team efforts, managing timelines and budgets, and ensuring deliverables meet expectations are valuable for management consultants to develop their project management experience.

Experience working in cross-functional teams or collaborating with colleagues from diverse backgrounds helps consultants develop strong interpersonal and communication skills. 

Regardless of what specific work experience you have, it will most likely benefit you as a management consultant.

An important factor to consider when deciding on what work experience to pursue is the brand name of the company.

Management consulting firms love to see large, recognizable brand name companies on your consulting resume . This greatly helps add credibility to you. It also makes you more marketable to clients because they can cite your experience working at these large, well-known companies.

Working at a brand name company suggests a certain level of performance and competence recognized industry-wide.

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Project Management

8 consulting skills to master for effective client solutions.

Sudarshan Somanathan

Head of Content

February 19, 2024

Consulting has a certain allure that draws many professionals to its ranks, and for good reason.

The work is varied and dynamic as consultants engage with different types of clients. They’re valued for their specialized expertise, objective insights, and problem-solving capacity. Besides, if you’re with a consulting firm, you get frequent opportunities to travel.

Organizations rely on management consultants in finance, sales, marketing, IT, and HR to enhance performance, streamline operations, and execute growth strategies. Whether you’re a seasoned pro handling multiple clients simultaneously or a newbie considering testing the consulting waters, this professional life can be challenging.

Management consulting has several moving parts, from data analysis and strategy building to stakeholder meetings and tight deadlines. You must quickly adapt to new industries, corporate cultures, and teams, demonstrating flexibility, emotional intelligence, and interpersonal skills while delivering tangible, cost-effective solutions.

So, if you want to improve at this job, this blog post is for you. We share the essential consulting skills you need to master,  practical ways to develop and enhance those skills, and the tools and resources you need to be a great consultant.

Let’s get started.

1. Creative thinking

2. problem-solving, 3. leadership and teamwork, 4. analytical thinking, 5. strategic planning, 6. risk management, 7. negotiation, 8. decision making, 1. reflect on your performance, 2. find a mentor, 3. take online courses, 4. learn from different sources, 1. data analysis software, 2. business intelligence tools, 3. customer relationship management (crm) software, 4. knowledge management systems, frequently asked questions (faqs).

8 Top Consulting Skills to Master to Grow Your Career

The common perception is that consulting as a career requires only strong domain knowledge. While domain knowledge is a must-have for consultants, there are other essential skills you need if you wish to become a successful consultant. 

Here are the critical consulting skills you need to deliver value to your clients. 

This skill is about coming up with new ideas and solutions. As an independent consultant, creative thinking helps you approach problems from unique angles and arrive at solutions beyond traditional methods.

Being creative equips you to conceptualize complex ideas into understandable models, making it easier for clients to grasp proposed solutions. You can also pivot your strategies efficiently as new challenges and information emerge.

Here are some tips to develop your creative thinking skills: 

• Keep an ideas journal for recording spontaneous thoughts, inspirations, and observations throughout the day. Regularly review how you can apply these ideas and innovative solutions to complex problems
• Adopt a curious mindset. Challenge assumptions by asking ‘Why?’ and ‘What if?’ questions to deepen your understanding and open new perspectives
• Set tight deadlines for brainstorming ideas for a client problem. This can stimulate quick, creative thinking by putting pressure on the usual thought processes
• Block out some time to engage in creative projects, which can unblock your thinking
• Use flowcharts and mindmaps for brainstorming ideas, alone or in collaboration with others

Problem-solving is at the heart of consulting. It involves systematically identifying, analyzing, and overcoming business challenges.

Clients will hire you to find innovative solutions to their challenges; they’ve probably already tried the obvious ways to resolve issues and failed. Your biggest asset here is a solutions-oriented mindset. You must be able to list all the facets of a problem and devise an actionable plan to resolve it.

Here’s how to level up your problem-solving skills:

• Familiarize yourself with established frameworks, such as Porter’s Five Forces and the McKinsey 7S Framework , as a structured way to dissect and learn more about problems

• Practice “issue trees” to find the root cause of a problem and conceive potential solutions accordingly

• Look for problem-solving strategies in industries other than your own. You can adapt solutions from one industry to solve problems in another
• If you’re working with a group, try the 6-3-5 method of brainstorming to generate creative possibilities and solutions
• Practice problem-solving using role-plays and case studies

As a consultant, you must drive the conversation forward to bring your clients closer to their goals and help them make informed decisions. You may be required to make bold decisions, build strong relationships with stakeholders, seek feedback, and take the discussion in a direction that leads to finding solutions quickly.

Leadership skills include influencing people, communicating well, and being self-aware. To work well with a team, you will need all these qualities and well-developed people skills such as respect, collaboration, and flexibility.

Here’s how you can amp up your teamwork and leadership skills:

• Your clients will require your unbiased and objective opinions. Practice active listening and consider all perspectives before you develop practical solutions
• Practice and improve your ability to express yourself verbally and in writing. Being able to express and explain ideas is essential if you want to influence people
• Learn to implement a conflict resolution framework to navigate disagreements with your team or clients and ensure they’re addressed constructively
• Engage in short-term mentorships both as a mentor and a mentee to expose yourself to new leadership styles and strategies
• Spend time learning about yourself—your strengths, areas of development, fears, and also what motivates you. This will help you identify and prioritize opportunities for growth and development as a leader as well as a member of a team
• Learn and practice conflict management, which requires empathy, openness to ideas, and the ability to keep the team goals ahead of individual goals

Strong analytical thinking enables you to visualize, process, and organize complex information quickly, which, in turn, helps you devise effective solutions.

For instance, if you offer sales strategy consulting services to an organization and discover that many of its clients drop out from the sales funnel at a specific stage, your analytical skills can help evaluate the situation and understand the root cause behind the drop.

To sharpen your analytical and critical thinking:

• Dedicate time each week to read industry reports and case studies to learn different types of analysis and ways of thinking and build your analytical depth
• Practice writing reports that require analytical thinking. This habit will clarify your thought process and help you present your analysis coherently while also enhancing your written communication skills
• Engage in business strategy games or simulation exercises that challenge you to analyze scenarios, recognize patterns or trends, make decisions, and observe outcomes
• Play games and puzzles that can sharpen your analytical skills, such as crosswords, Sudoku, strategic board games, etc. 

Organizations bring consultants on board to solve problems or help them find new ways of doing things. Your job as a consultant requires you to audit existing processes, find gaps, and use your specific knowledge to help them improve. This requires a great deal of strategic thinking and planning, as you must see the big picture and zoom into the nitty gritty where needed.

Strategy planning helps you align with a client’s long-term goals and objectives while executing the smaller elements of the overall strategy.

This skill requires a rare combination of conceptual knowledge and practical application. Here’s how you can be a better strategic planner:

• Instead of approaching a problem head-on, start with the desired outcome and work backward to understand the steps needed to achieve it. Use process mapping tools to organize the entire roadmap visually
• Regularly conduct scenario planning sessions where you create detailed responses to hypothetical client problems. This boosts your capability to anticipate changes and develop flexible strategies
• Hone your questioning skills. Make it a habit to ask as many questions as possible, covering all aspects of the problem at hand
• Practice working with opposing viewpoints. Question all your assumptions and look for chinks in your ideas. This helps you develop stronger arguments and sharpen your logical thinking skills

Use consulting templates to make your job easier and speed up the collaboration process with your clients. Create templates for time tracking, contracts, client deliverables, and anything else so you can focus on what matters the most—delivering results for your clients. 

Risk management is about identifying, assessing, and prioritizing risks, then organizing and applying resources to minimize, monitor, and control the impact of unforeseen events. This is an essential skill for both project execution and strategic advising.

Here’s how you can master risk management:

• Bank on your project management skills. Develop the ability to spot potential risks early in the project lifecycle by analyzing plans, understanding the client’s business, and considering external factors that could impact outcomes
• Learn to assess the likelihood and impact of identified risks using qualitative and quantitative risk analysis methods, such as risk matrices or Monte Carlo simulations

• Host risk mapping workshops with cross-functional teams to prioritize risks, fostering a culture of shared responsibility for risk management
• Keep up with the current trends and regulatory changes in your industry to be always updated about possible risks

As you advance in your consulting career, you’ll secure contracts, define project scope, optimize client management , and resolve conflicts. These situations demand you to negotiate with your clients and other stakeholders.

Unfortunately, negotiations can be costly and fail to deliver the desired business outcomes if you don’t strike the right balance.

Here’s how you can be a master negotiator:

• Build rapport with your clients to create a more collaborative atmosphere and facilitate smoother negotiations
• Learn to frame proposals to highlight the advantages for both sides, resulting in more amicable and successful negotiations. Always aim for agreements that provide mutual benefits
• Practice strategically thinking about long-term goals and the broader impact of decisions, considering both the big picture and the detailed steps you need to get there. The more convinced you are, the more quickly you can convince your clients
• Develop your emotional intelligence skills like empathy and self-regulation so you can negotiate effectively and with a positive approach

You often work under tight deadlines and must make quick yet effective decisions. Making timely decisions without sacrificing quality is critical for meeting project timelines and delivering value to clients.

Here’s how you can brace yourself to make decisions effectively:

• Educate yourself about common cognitive biases (e.g., confirmation bias, anchoring) that affect decision-making. Mitigate these biases by having a personal checklist that you review before making a decision. You can also use the Ladder of Inference for deeper analysis
• Maintain a decision journal to record the rationale behind significant decisions, expected outcomes, and the actual results. This will help you understand your decision-making patterns and learn from past mistakes
• Adopt structured decision-making frameworks like SWOT analysis or the Eisenhower Matrix (urgent vs. important) to evaluate options methodically

How to Develop and Enhance Your Consulting Skills

The most successful management consultants are the ones who are constantly learning. You must be ready to become a lifelong student and take the following steps to improve your consulting skills:

This means asking yourself key questions, such as:

• What do you do well?
• What do you struggle with?
• What feedback do you often receive from your manager or clients?

By diving deep into how you work and interact with others, you can highlight areas of improvement and plan your training accordingly.

It helps to learn from an experienced consultant, especially if the person has a similar career trajectory. For instance, a mentor can teach you how to achieve that position if you’re a junior consultant, but your leadership instincts make you want to take on more responsibilities.

A mentor can help you recognize your key competencies, improve your consulting skills, and introduce you to better career advancement options.

Enroll in training programs and consulting certifications focusing on data analysis and visualization, project management, strategy building, internal analysis, etc. Platforms like Coursera, LinkedIn Learning, and edX offer courses tailored to various levels of expertise.

For example, if you want to learn about CRM best practices, you can look up CRM certifications and be more tech-savvy in managing your marketing consulting projects.

Additionally, keep an eye on the developments in your industry and market trends for continuous learning, and attend industry events to build strong relationships with your peers. 

Don’t just stick to courses. Consume knowledge from all possible sources to increase your chances of being a successful consultant.

For example:

• Read books, blogs, newsletters, industry news, and corporate case studies
• Listen to podcasts, webinars, and audiobooks
• Attend workshops, events, and conferences
• Join online communities and Slack channels and connect with consultants from around the globe, exchanging information and learning along the way

The Role of Tools and Resources in Consulting

In the past decade, the consulting sector has grown significantly owing to ongoing economic change, substantial development in IT, and increasing globalization.

This has given way to new client engagement models and technology uses, including consultancy software , to complement the profession. Let us look at the valuable tools and resources in a day-to-day consulting job that helps you get more done in less time.

Consultants use tools like Excel, SAS, IBM SPSS, and Looker to clean, analyze, and visualize data and derive insights from large datasets.

For instance, you might use Excel to perform a cost-benefit analysis for a new project or Looker for predictive analytics to forecast market trends.

Tools such as Tableau and Power BI transform data into actionable insights and present them to clients in a visual way that is easier to understand. For instance, you could use Tableau to create dashboards that track KPIs for a retail client.

A CRM for consulting helps plan, execute, and monitor client projects easily. You can manage timelines, allocate resources, and communicate with stakeholders without disrupting your email inbox or having unnecessary meetings.

ClickUp CRM Software is an all-in-one productivity hub where you can collaborate with your team and clients via Docs, Chat, and Whiteboards. 

With extensive widgets, you can collect and visualize data on individual accounts in the ClickUp Dashboard for quarterly check-ins with your clients.

Moreover, integrate your emails with ClickUp to fast-track communication. Collaborate on deals, send project updates to clients, and onboard customers from a single email hub.

Assign tasks, present solutions, and get executive sign-off using customizable, automated workflows to save time on client management. 

Use ClickUp Automations to trigger status updates based on activity and switch priorities to alert your team on where to focus or whom to contact next.

In a nutshell, the ClickUp platform allows you to focus on what’s important, i.e., consulting. It offers numerous CRM templates to hit the ground running on the platform without getting overwhelmed.

In addition, remember to optimize your consulting work with the ClickUp Consulting Services Template .

Consulting firms often have proprietary knowledge management systems that store previous project templates, research documents, and industry reports. These resources are invaluable for management consultants, who can leverage past learnings and industry best practices to improve their knowledge and consulting skills.

For example, if you’re consulting a pharmaceutical client, you can access your firm’s library to find benchmarking reports related to their industry.

Be an Asset for Your Consulting Business

The modern consultant is an analyst, a storyteller, a strategist, and a leader, all rolled into one. As a consultant, you unearth insights and ensure they are effectively communicated, resonate with clients, and facilitate meaningful change.

The consulting skills mentioned here will make you better at your job, help you build stronger client relationships, and give you an edge as you move forward in your career as a consultant.

Use ClickUp as your partner in leveling up your consulting business. Cut out the operational grunt work, collaborate with your clients, and implement frameworks and solutions that deliver results—all in one place.

Sign up for ClickUp for free.

1. What are the core consulting skills?

Core consulting skills essential for professionals in this industry are flexibility, a client-first mindset, problem-solving, analytical thinking, change management, collaboration, and risk management.

2. Who can be called a management consultant?

A management consultant offers professional or expert advice in a particular business domain to either an organization or an individual.

3. What’s a consultant mindset?

A consultant mindset is essentially about being curious and analytical, having a collaborative and empathetic attitude, and showcasing leadership and strategic thinking.

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Crucial Skills for Success in the Consulting Landscape

September 3, 2023 - 7 min read

Consulting is a dynamic industry that offers exciting opportunities for individuals looking to work with diverse clients and solve complex business problems. To thrive in this landscape, it is essential to have a well-rounded skill set that combines both technical expertise and interpersonal abilities. In this article, we will explore the crucial skills necessary for success in the consulting field.

Understanding the Consulting Landscape

Consulting is a dynamic and ever-evolving field that requires professionals to stay abreast of the latest trends and developments. The industry encompasses a wide range of specialties, including management consulting, strategy consulting, financial consulting, IT consulting, and more. Each specialty brings its own unique set of challenges and opportunities.  

The Role of a Consultant

A consultant acts as a trusted advisor to their clients, offering insights and recommendations based on their expertise. They conduct research, analyze data, and develop unique solutions tailored to each client's needs. Additionally, consultants often assist in implementing these solutions and measuring their impact.

Generaly, consultants work closely with their clients, building strong relationships and fostering collaboration. They act as a bridge between the client's goals and the practical steps needed to achieve them. This requires effective communication, problem-solving skills, and the ability to navigate complex organizational structures.

Key Industry Trends in Consulting

• Digital transformation: Consultants play a crucial role in helping companies leverage digital tools and technologies to streamline processes, enhance customer experiences, and drive innovation.
• Data analytics and artificial intelligence: Gather and analyze vast amounts of data to uncover valuable insights. This enables consultants to make data-driven recommendations and develop strategies that are grounded in evidence.
• Sustainability and social impact consulting: As more companies recognize the importance of corporate social responsibility, consultants are being called upon to help organizations integrate sustainability practices into their business strategies. This means advising on environmental initiatives, social impact programs, and ethical business practices.

Essential Soft Skills for Consultants

All successful consultants possess a range of soft skills that enable them to excel in their roles. Here are several of them.

Communication Skills

When working with clients, consultants must be able to articulate their thoughts and ideas in a way that is easily understandable. They must be able to break down complex concepts into simple terms, so that clients fully grasp the implications and benefits of their recommendations.

What's more, consultants must possess excellent interpersonal skills to establish rapport and build trust with clients. This involves adapting their communication style to different individuals and cultures, fostering effective collaboration and teamwork.

Problem-Solving Abilities

Problem-solving in consulting often requires consultants to think outside the box and come up with innovative approaches. They need to be able to anticipate potential obstacles and devise contingency plans to mitigate risks. This requires a combination of analytical thinking, strategic planning, and adaptability.

Moreover, consultants must possess strong research skills to gather relevant data and information. They must be able to analyze and interpret this data to derive meaningful insights and recommendations for their clients.

Adaptability and Flexibility

Consultants often work on projects with changing requirements and shifting priorities. Therefore, the ability to quickly learn and adapt to new industries, technologies, and business models is a valuable skill in the consulting landscape. Consultants must be willing to step out of their comfort zones and embrace new challenges, as this is often where the most valuable learning experiences occur.

In addition to adaptability and flexibility, consultants must be able to manage their time effectively and prioritize tasks based on client needs and project deadlines. This requires strong organizational skills and the ability to multitask without compromising the quality of work.

Technical Skills Required in Consulting

While soft skills are essential, consultants also need to possess a strong foundation of technical knowledge to provide effective solutions to their clients. In this expanding field, the demand for consultants with a diverse range of technical skills is on the rise.

Business and Management Knowledge

Consultants must have a deep understanding of business and management principles, including strategic planning, financial analysis, and operations management. This knowledge enables them to provide relevant and practical recommendations to help organizations achieve their goals. Additionally, consultants need to stay updated with the latest industry trends and best practices to ensure their advice is current and valuable.

Lastly, consultants often work with clients from various industries, each with its own unique challenges and requirements. As a result, they need to be adaptable and able to quickly grasp the intricacies of different business models and processes. This requires a broad knowledge base and the ability to learn and apply new concepts efficiently.

Data Analysis Proficiency

In today's data-driven world, consultants need to be proficient in data analysis to derive meaningful insights and identify trends. Proficiency in data visualization tools, statistical analysis, and data interpretation are critical skills for consultants to extract valuable information and support decision-making.

Moreover, consultants must be able to effectively communicate their findings to clients, often through visually appealing and easy-to-understand presentations. This requires not only technical skills but also the ability to translate complex data into actionable recommendations that clients can implement.

Understanding of IT and Digital Tools

Technology plays a vital role in today's business landscape. Consultants must have a sound understanding of IT infrastructure, software solutions, and digital tools to help organizations leverage technology effectively. This includes knowledge of cloud computing, cybersecurity, and emerging digital trends.

Additionally, consultants often collaborate with IT teams within organizations to implement technological solutions. Therefore, having the ability to effectively communicate with technical experts and bridge the gap between business and technology is essential.

Building a Successful Career in Consulting

While possessing the requisite skills is essential, building a successful career in consulting also requires additional considerations.

Continuous Learning through Training Programs

Training programs are an effective way for consultants to acquire new skills and enhance their existing knowledge. These programs are designed to provide in-depth training on specific topics, such as project management , data analysis, or strategic planning. By participating in training programs, consultants can expand their skill set and become more versatile in their approach to solving client problems.

Attending Conferences and Workshops

Conferences and workshops offer consultants the chance to learn from industry thought leaders and experts. These events often feature keynote speeches, panel discussions, and interactive sessions that provide valuable insights into the latest trends and developments in the consulting industry. Consultants can also network with fellow professionals, exchange ideas, and build relationships that can lead to future collaborations.

Networking and Relationship Building

Building a strong network of professional relationships is invaluable in consulting. It not only helps consultants stay connected with industry trends but also opens doors to new opportunities. Focus on developing connections with clients, industry experts, and fellow consultants at networking events and industry conferences. The goal is to create a support system that provides guidance, mentorship, and potential business leads.

Also, effective relationship building skills are essential for consultants to succeed in their careers. This involves developing strong interpersonal skills, such as active listening, empathy, and effective communication. Building rapport with clients and colleagues can lead to long-term partnerships and repeat business.

Balancing Client Expectations and Deliverables

Understanding client needs and requirements is crucial for consultants to deliver value-added solutions. By actively listening to clients and asking the right questions, consultants can gain a deep understanding of the challenges they face and develop tailored strategies to address them.

Managing project timelines and resources is another critical aspect of successful consulting. Consultants must allocate resources effectively, so that projects are completed within the agreed-upon timeframe and budget. This requires strong project management skills , including the ability to prioritize tasks, delegate responsibilities, and adapt to changing circumstances.

Lastly, striking a balance between client satisfaction and project delivery is essential for long-term success in consulting. Consultants must manage client expectations by setting realistic goals and providing regular updates on project progress. By maintaining open lines of communication and addressing any concerns or issues promptly, consultants can build trust and credibility with their clients.

Develop Crucial Skills with Wrike

Developing crucial skills is key to achieving success in the consulting landscape. With Wrike, you can effectively manage and develop your consulting skills. Wrike allows you to create individual folders for each skill development initiative, serving as a central hub for all relevant information and updates. Beyond just developing crucial skills, Wrike offers a comprehensive suite of tools designed to foster collaboration, and drive productivity. From real-time communication to intuitive task management features, Wrike provides everything you need to develop crucial skills for success in the consulting landscape. Ready to develop crucial skills and succeed in the consulting landscape? There's no better time to start than now. Get started with Wrike for free today.

Note: This article was created with the assistance of an AI engine. It has been reviewed and revised by our team of experts to ensure accuracy and quality.

Occasionally we write blog posts where multiple people contribute. Since our idea of having a gladiator arena where contributors would fight to the death to win total authorship wasn’t approved by HR, this was the compromise.

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By operating independently, consultants have the flexibility to work with a range of clients while focusing on their unique areas of expertise. Whether it's developing a strategic plan, implementing a new technology system, or improving operational efficiency, consultants play a crucial role in driving business success. Key Components of the Consultant Business Model Below are some must-haves for consultants: In-depth knowledge and expertise in their chosen field: This allows them to provide valuable insights and recommendations to their clients. They stay up-to-date with the latest industry trends, research, and best practices to ensure their advice is relevant and effective. Excellent communication and interpersonal skills: They are skilled listeners who take the time to understand the unique challenges and goals of each client to tailor their approach and deliver customized solutions that meet specific needs. Solid reputation and a strong personal brand: This involves showcasing your expertise through thought leadership, publishing articles, speaking at conferences, and maintaining an active presence on professional platforms.  Wide network of contacts and referrals: Word-of-mouth recommendations and positive testimonials from satisfied clients can significantly contribute to business growth. Effective business and project management skills: This includes understanding how to price their services, manage contracts, handle negotiations, and efficiently deliver results to clients. The Role of a Consultant in Today's Business Environment In today's rapidly evolving business environment, the role of a consultant has become essential. Companies are faced with complex challenges and are often in need of specialized knowledge and expertise to overcome them. Consultants play a crucial role in providing objective advice, identifying opportunities for improvement, and implementing strategies that drive business success. Consultants also act as catalysts for change. They bring fresh perspectives and innovative ideas to organizations, helping them adapt to market trends, optimize their processes, and achieve sustainable growth. By working closely with clients, consultants provide a tailored approach that addresses specific needs and maximizes results. Lastly, consultants serve as mentors and educators to their clients. They transfer their knowledge and skills, empowering organizations to become more self-sufficient in the long run. Through training programs, workshops, and coaching sessions, consultants equip employees with the tools and expertise needed to excel in their roles and contribute to the overall success of the organization. Building a Successful Consulting Business Building a successful consulting business requires a combination of essential skills and strategies. Let's explore two key elements for achieving professional success in the consulting industry - essential skills for a successful consultant and building a strong client base. Essential Skills for a Successful Consultant Superb analytical and problem-solving skills: As a consultant, you will often be faced with complex issues that require thorough analysis and creative thinking to develop effective solutions. Imagine you are working with a manufacturing company that is experiencing a decline in productivity. Through your analytical skills, you identify bottlenecks in their production process and propose innovative solutions to streamline operations and increase efficiency. Effective communication skills: Consultants must be able to articulate their ideas clearly, listen actively to clients' needs, and effectively collaborate with stakeholders. When presenting your recommendations to the company's executives, you use concise and persuasive language to convey the potential benefits of your proposed strategies. On the other hand, when working with frontline employees, you adopt a more empathetic and supportive approach to address their concerns and gain their buy-in. Strong leadership skills: As a consultant, you often find yourself in a position of influence, where you need to inspire and motivate others to embrace new ideas and embrace change. When assisting a company in implementing a new technology system, you demonstrate strong leadership by creating a clear vision for the future, providing guidance and support to employees during the transition, and fostering a culture of continuous improvement. Continuous learning: Stay updated with industry trends and advancements to ensure your recommendations and expertise are up-to-date and relevant. This involves attending conferences, participating in professional development programs, and staying connected with industry thought leaders. Imagine you are a consultant specializing in digital marketing. By continuously learning and staying updated with the latest digital marketing strategies and technologies, you can provide your clients with cutting-edge solutions that give them a competitive edge in the market. Building Your Client Base Networking to build relationships and cultivate trust. Attending a conference related to your consulting niche allows you to meet industry professionals and potential clients. By engaging in meaningful conversations and exchanging contact information, you lay the foundation for future collaborations. Word-of-mouth referrals: Satisfied clients can be your best advocates, so deliver exceptional results and provide exceptional service. When clients are pleased with your work, they are more likely to recommend your services to their colleagues and business partners. Picture that you successfully helped a client increase their sales revenue by implementing a comprehensive sales training program. The client is thrilled with the results and shares their positive experience with other companies in their industry, leading to new client inquiries and potential business opportunities. Invest in marketing efforts such as creating a professional website and sharing valuable content through blogs or social media. The reason is that establishing yourself as a thought leader can attract clients seeking your expertise. If you specialize in sustainability consulting, you can create blog posts or social media content that educates businesses on the benefits of adopting sustainable practices. This not only showcases your knowledge but also attracts potential clients who are interested in incorporating sustainability into their operations. Challenges in the Consulting Business While the consulting business offers tremendous opportunities, it also comes with its fair share of challenges. Let's explore some common obstacles faced by consultants and strategies for overcoming them. Common Obstacles for Consultants Managing unpredictable workloads: Projects can vary in terms of duration and intensity, and it can be challenging to balance multiple clients while maintaining high-quality deliverables.  Constantly proving value to clients: As a consultant, you must consistently demonstrate the impact of your recommendations and ensure they align with the client's goals. This requires ongoing monitoring, evaluation, and adaptability to refine your strategies and stay relevant. Overcoming Challenges in the Consulting Industry Establish clear expectations and boundaries with clients from the outset by agreeing on project timelines, deliverables, and scope to manage expectations and avoid scope creep. Communicate often and hold regular check-ins for alignment purposes and to address any concerns before they become larger issues. Utilize project management tools, communication platforms, and analytical software to optimize your workflow and deliver high-quality results.  Embrace continuous learning and professional development to stay ahead of industry trends and maintain your competitive edge. The Future of the Consulting Business Model The consulting business model is continuously evolving in response to emerging trends and changes in the business landscape. Let's explore some of the key factors shaping the future of consulting. Emerging Trends in Consulting Increased demand for specialized expertise: With the rapid pace of technological advancements and industry disruptions, businesses are seeking consultants with highly specific skill sets to help them navigate these changes successfully. As a consultant, identifying and developing niche areas of expertise can help you stand out in a crowded market. Integration of data analytics and technology in consulting services: Consultants who can leverage data-driven insights and utilize technology tools to drive decision-making will be in high demand. This requires continuous learning and staying updated with the latest tools and techniques. Adapting to Changes in the Consulting Landscape To adapt to the changing consulting landscape, consultants must be agile and adaptable. Embrace new technologies and methodologies, invest in ongoing learning and development, and build networks that foster collaboration and knowledge sharing. Emphasize the value you bring as a consultant in terms of problem-solving, creativity, and strategic guidance. Strategies for Long-Term Success in Consulting Long-term success in consulting requires a combination of continuous learning, maintaining client relationships, and delivering exceptional value. Let's explore two key strategies for sustaining success in this field. Continuous Learning and Development in Consulting: Consulting is a dynamic field, and to stay relevant, you must commit to a lifelong learning journey. Invest in professional development opportunities such as workshops, conferences, and certifications. By continuously expanding your knowledge and skills, you will be better equipped to provide valuable insights and maintain your competitive edge. Maintaining Client Relationships for Sustained Success: Building and maintaining strong client relationships is crucial for long-term success in consulting. Ensure you regularly communicate with clients to understand their evolving needs and challenges. Be proactive in offering new solutions, seeking feedback, and going above and beyond to exceed expectations. This will not only lead to client satisfaction but also pave the way for long-term partnerships and potential referrals. Navigate the Consultant Business Model with Wrike Navigating the consultant business model is key to achieving professional success. With Wrike, you can easily manage and understand the consultant business model. Wrike allows you to create individual folders for each consulting initiative, serving as a central hub for all relevant information and updates. Beyond just navigating the consultant business model, Wrike offers a comprehensive suite of tools designed to foster collaboration, and drive productivity. From real-time communication to intuitive task management features, Wrike provides everything you need to navigate the consultant business model for professional success. Ready to navigate the consultant business model and achieve professional success? There's no better time to start than now. Get started with Wrike for free today. Note: This article was created with the assistance of an AI engine. It has been reviewed and revised by our team of experts to ensure accuracy and quality.

Setting the Compass: Establishing Career Development Goals

Career development goals play a vital role in shaping our professional paths and personal growth. By setting clear and meaningful goals, we can navigate our careers with purpose and intention, opening doors to new opportunities and achieving long-term success. In this article, we will explore the importance of career development goals, how they influence personal growth, and provide guidance on setting SMART goals and creating a comprehensive career development plan. Understanding the Importance of Career Development Goals Setting career development goals is not merely a checkbox exercise; it is a strategic approach that empowers individuals to take charge of their professional lives. Having clear goals enables us to stay focused, motivated, and proactive in our career journeys. By identifying where we want to go and what we want to achieve, we can make informed decisions and take the necessary steps to reach our desired outcomes. The Role of Goals in Career Advancement Career development goals serve as stepping stones towards professional advancement. They provide direction and a source of motivation, serving as a compass that guides our decisions and actions in the workplace. By setting goals aligned with our aspirations and skills, we can map out a path for growth, whether it's aiming for a promotion, acquiring new skills, or transitioning to a different role or industry. How Career Goals Influence Personal Growth Career goals not only impact our professional lives but also contribute to personal growth. As we strive to achieve our objectives, we encounter challenges, learn new skills, and expand our knowledge and capabilities. This continuous growth not only enhances our value in the job market but also fosters self-confidence and self-awareness, enabling us to become more well-rounded individuals. When we set ambitious career development goals, we push ourselves out of our comfort zones. We embrace new opportunities and experiences that help us develop new perspectives and expand our horizons. Through this process, we not only gain valuable skills and knowledge but also develop resilience and adaptability, which are essential qualities in today's ever-changing work environment. What's more, we will also be more likely to experience job satisfaction, as we have a purpose and goal in mind every time we come to work. Identifying Your Career Aspirations Before embarking on the journey of setting career development goals, it is essential to identify our career aspirations. Understanding our passions, interests, and values will help align our goals with our intrinsic motivations, ensuring they are meaningful and fulfilling. What are the activities that make you lose track of time? What subjects or industries have always piqued your curiosity? Also, consider the impact you want to make in the world through your work. Do you aspire to create positive change in society? Are you passionate about environmental sustainability? Self-Assessment: Identifying Your Strengths and Weaknesses Taking an honest self-assessment is a critical first step in identifying our career aspirations. Reflect on your strengths, weaknesses, skills, and areas for improvement. Consider seeking feedback from mentors, colleagues, or engaging in personality assessments to gain deeper insights into your professional strengths and areas that can benefit from development. Remember that understanding your strengths is not just about listing your technical skills or academic achievements. It's about recognizing your unique qualities and abilities that set you apart. These strengths can be anything from your ability to communicate effectively, your knack for problem-solving, or your talent for building relationships. As for weaknesses, it's not about dwelling on your shortcomings. It concerns acknowledging areas where you can improve. Recall that everyone has areas for improvement, and it's through self-awareness and continuous learning that we can overcome our limitations. Envisioning Your Ideal Career Path Envisioning your ideal career path involves considering both short-term and long-term objectives. Reflect on the roles, industries, and environments that excite you. Research industry trends and job market demands to ensure your aspirations align with opportunities.  Think beyond job titles and salary. Consider the impact you want to have, the challenges you want to tackle, and the skills you want to acquire along the way. Additionally, it doesn't hurt to network and seek advice from professionals in your desired field. Connect with individuals who have already achieved success in your chosen industry and learn from their experiences. Their stories and guidance can inspire you and provide valuable insights into the steps you need to take to reach your career aspirations. Setting SMART Career Goals Setting SMART goals is a widely recognized method for effective goal setting. SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound. Utilizing this framework ensures that our goals are well-defined, trackable, and aligned with our broader career aspirations. Specific: Goals are clear and unambiguous, answering the who, what, where, when, and why. Instead of setting a goal to "improve my skills," a specific goal would be "obtain a project management certification within the next twelve months to enhance my skills and increase my potential for advancement within my current organization." Measurable: Goals can be quantified or objectively assessed, allowing us to track progress. In the example above for "specific," the goal of obtaining a project management certification is measurable because it has a clear outcome that can be assessed. Achievable: Goals are within our reach, considering our skills, resources, and time constraints.    In the case of the second example, securing a leadership role within the marketing department within the next three years is achievable if the individual consistently demonstrates strong leadership abilities and expands their industry knowledge. Relevant: Goals are aligned with our career aspirations and overarching objectives.  The third example of completing an online course on digital marketing techniques within the next three months is relevant because it strengthens the individual's skill set and enables them to contribute more effectively to the marketing team's objectives. Time-bound: Goals have a specific deadline or timeline, creating a sense of urgency and accountability.  All of the examples mentioned earlier are time-bound because they have specific timeframes attached to them. Examples of SMART Career Goals Let's further explore some examples of SMART career goals: Obtain a project management certification within the next twelve months to enhance my skills and increase my potential for advancement within my current organization. Secure a leadership role within the marketing department within the next three years by consistently demonstrating strong leadership abilities and expanding my industry knowledge. Complete an online course on digital marketing techniques within the next three months to strengthen my skill set and contribute more effectively to the marketing team's objectives. Creating a Career Development Plan Once we have established our career development goals, it is crucial to create a comprehensive plan to guide our actions and maximize our chances of success. Identify short-term and long-term milestones: Break down your goals into manageable steps or milestones to track progress. Outline necessary skills and resources: Identify the skills, knowledge, or resources required to achieve each milestone. Consider both professional and personal development opportunities. Set deadlines: Establish deadlines for each milestone to maintain focus and momentum. Seek support and guidance: Engage with mentors, career coaches, or colleagues who can provide valuable insights and support along the way. Regularly review and adjust: Continuously evaluate your progress and make adjustments as needed. Be open to new opportunities and adapt your plan accordingly. Overcoming Challenges in Achieving Career Goals While setting career development goals is essential, it is equally important to anticipate and address potential challenges along the way. By proactively developing strategies to overcome obstacles, we can increase our chances of successfully achieving our goals. Common Obstacles in Career Development Limited opportunities for growth Lack of resources or support Fear of failure or change Self-doubt Strategies to Overcome Career Development Challenges Here are some strategies to overcome career development challenges: Network and build meaningful relationships: Expanding your professional network can provide access to new opportunities and valuable support. Continuous learning and skill development: Stay updated with industry trends and invest in professional development to enhance your skills and knowledge. Seek mentorship and guidance: Engage with mentors or seek guidance from experienced professionals who can offer valuable insights and advice. Embrace change and take calculateda risks: Be open to change and step out of your comfort zone to seize new opportunities and experiences. Practice self-care and resilience: Prioritize self-care and build resilience to overcome setbacks and maintain motivation. In summary, setting career development goals is a vital component of establishing a successful and fulfilling professional path. By understanding the importance of goals, identifying our aspirations, setting SMART goals, creating a comprehensive career plan, and overcoming challenges, we can navigate our careers with purpose and proactively shape our desired outcomes. Embrace the power of goal-setting and embark on a journey of continuous growth, development, and success. Set the compass for your career growth by establishing effective development goals using Wrike. Start your free trial today and inspire progress towards achieving your professional aspirations. Note: This article was created with the assistance of an AI engine. It has been reviewed and revised by our team of experts to ensure accuracy and quality.

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✔ So What Makes a Good Consultant? ✔ The 6 Most Important Consulting Skills ✔ Key Business Consulting Skills In Your Field ✔ How To Develop Consulting Skills ✔ Consulting Skills Checklist

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36 core consulting skills to set you apart from your competition.

There’s a certain halo effect that often surrounds the field of consulting. It’s the alluring idea that a consultant’s job is to walk in the door, sweep everyone off their feet with their brilliant ideas, and then leave with a fat paycheck. Now, while some masterful consultants do make solving cases look like a breeze, there’s much more to their work than meets the eye. Namely, a set of consulting skills that enables them to deliver massive value to their clients every time without fail.

So What Makes a Good Consultant?

The first thing that comes to mind for most people about consultants is that they are deeply knowledgeable. They know their industry and area of expertise inside and out. But knowing about a topic doesn’t necessarily mean being able to share that knowledge and, more importantly, applying it to solve problems.

To be an effective consultant, you need to listen to your clients and analyze what they say. You need to reframe that information and put it into context in order to point out correlations between issues. In the end, you have to take charge of the case and drive the conversation forward, to solve problems collaboratively. And of course, repeat that every time you’re in the meeting room.

People often wonder if you need a consulting certification to do that. The answer is no. You don’t legally require certification to become a consultant , and there are other ways to pick up these important skills. However, a great training program or mentor can definitely make a big difference in your professional development and career.

[ Read: Here’s Exactly How to Become a Certified Life Coach ]

Whichever way you choose, there are some abilities every consultant should possess to deliver results for their clients. Here are the 6 most essential consulting skills that you absolutely need, to succeed in this field.

The 6 Most Important Consulting Skills

Analytical skills.

No matter how many frameworks, cheat sheets, or strategy models you have up your sleeve, great consulting always comes down to analytical skills. What matters is whether you can deconstruct and categorize information effectively, identify new correlations, and draw conclusions from all this.

Analytical thinking requires you to use critical thinking and logical reasoning. You can use a critical thinking test to measure these skills. You will need this to run tons of research on and off cases in your industry and to interpret data points that lead to solutions. Though this may sound a bit dry to some people, analytical thinking actually requires creativity too. It’s being imaginative that will help you link facts to possible opportunities that can be implemented in the future.

Problem-Solving Skills

A solution-oriented mindset is the biggest asset of a consultant. At the time you arrive at your first meeting, your clients have likely thought of all the most obvious ways that their issues could be solved (and of course, none of them worked, which is why they hired you.)

Consulting frameworks will help you map out all facets of a case on the spot and reveal ideas that have not been thought of before. By fleshing out these ideas in detail and drawing a clear comparison between them, you can present solutions to your clients that they can then choose from.

[ Read: 7 Consulting Frameworks That Win Big Clients ]

Strategic Thinking

Strategic thinking is a unique combination of the conceptual understanding of a business situation and grasping its practical applications. Consultants need to have an extraordinary perspective on all layers of strategy, from the more abstract, visionary ideas down to the daily business as usual.

Much of business consulting is zooming in and out of these layers and finding the points where they’re disconnected. This also means being great at observing details that might normally skip other people’s attention.

Effective Communication

As a consultant, you’ll be presenting frameworks and concepts to your clients in real time, either in person or on a call. You need to be able to transmit your ideas and interpret data in a way that it’s clear and understandable for your audience.

Besides presenting your point of view, you’ll also need to interview your clients and ask solution-oriented questions that move the case forward. You need to have great listening skills and be able to collaborate effectively with all your stakeholders, often across multiple functions and in multiple formats, such as online flipbooks and interactive PDFs .

Leadership Skills

Your job as a consultant is to drive the conversation forward and keep it productive, so that it brings the client closer to their business goals. You need to take bold initiative and steer the discussion in the direction that leads to solutions in the fastest way.

If you want to be outstanding in your field, you need to do more than what’s expected of you and strive to constantly outperform yourself, in terms of the results you can bring to your clients. No one’s going to tell you how to conduct a consultation session or what your next steps should be, so this profession calls for an entrepreneurial spirit — especially if you work as a self-employed, independent consultant.

However, employee management is always a lot harder than self-management, as you have to consider more than one personality type. Some of the best solutions for employee management include using software like Monday or Leapsome. Both tools help you plan your own schedule and set goals for you and your team. Plus, their ability to automate tedious tasks allows you to focus more on what you do best—leading a team and consulting.

• Adaptability

On the other side of that relentless drive, lies the ability to adapt to unexpected situations. Issues may arise during a client relationship , and a case might go in a very different direction than what you initially expected.

Clients sometimes change their minds or take a different decision than what you suggested to them, and you need to accept that. You can’t be too invested in a case, because at the end of the day, it’s their business, and they have the right to make the final call (and bear the consequences).

Adaptability also applies to rapidly changing industry trends . You need to be up-to-date with where the market is evolving and bring those insights to your clients. What might have worked a few years ago may not be an effective strategy anymore; you need to keep up with the times.

Key Business Consulting Skills in Your Field

Besides the strengths and soft skills all consultants need, there are some consulting skills that are specific to the business function you’re working with. You need to have industry-specific knowledge to specialize as a consultant and give relevant advice to your clients.

This means being savvy of the key frameworks used in your industry or business area, the most important players in the field, the mechanism of industry relationships, as well as the most recent trends. Here are some important skills you should pick up according to your consulting area.

Strategy Consulting Skills

Strategy consultants are known for their visionary abilities. They can look at the bird-eye view of the company and rise above problems by projecting a better-future trajectory for the business. Not one to build castles in the sky, they are also extremely practical and can turn their ideas into solid plans. To do that, they need to have the following skills:

• Identifying correlations
• Long term planning
• Critical thinking
• Managing complexity
• Unbiased judgment
• Strong listening and questioning skills

Management & Operations Consulting Skills

Management and operations consultants look at the everyday procedures and priorities of a business. They make sure that each function in the company is aligned with the bigger organizational objectives. The following skills are essential for management and operational consultants:

• Systems thinking
• Process optimization
• Attention to detail
• Solving complex problems
• Project management
• Risk management
• Prioritization

HR Consulting Skills

HR consultants focus on the processes of an organization that revolve around employees and team culture. They help advise CHROs, and other decision makers in the human resource department, on employee wellbeing and satisfaction, as well as performance and productivity. Some of their most valuable skills are:

• Communication on a personal and at an organizational level
• Cultivating the right work culture
• Emotional intelligence
• Hiring and interviewing

Marketing & Sales Consulting Skills

Consultants who advise on marketing and sales strategies need hands-on experience in these areas. They have to understand the strategy of each individual promotional channel, as well as the impact they collectively create on brand recognition and revenue. Their most important skills are:

• Application of marketing frameworks
• Creative thinking
• Psychographics mapping
• Market research
• Brand and image management
• Public relations management
• Practical knowledge of social media, SEO, advertising, and funnel strategies

Financial & Accounting Consulting Skills

Financial consultants aim to maximize revenue and profitability for companies. They bring in outside expertise on taxation, investments, and cash flow optimization, so the leadership team can make informed financial decisions. Their most valuable skills are:

• Revenue optimization
• Application of profitability frameworks
• Investment portfolio optimization
• Data analysis

IT Consulting Skills

Consultants in the field of technology bridge the gap between the strategy of the organization and the IT solutions that make them possible. They often need to operate as software engineers and strategists at the same time. To do that, they need to master the following skills:

• Software engineering
• User experience optimization

How To Develop Consulting Skills

By now, you probably have a good idea about your strengths and weaknesses in business consulting. The best way to take a leap forward in your consulting career is to focus on your weaknesses and consciously improve them.

There are several ways you can get better at consulting. You can take training or hire a coach to focus on a specific skill needed for you to grow in this field. You can also join a practice group or take a job at a consulting firm for a while, to learn by observing others.

Above all, you get better at anything by doing it over and over again. So practice as much as you can, and ask for feedback from your mentors and peers to track your progress.

Consulting Skills Checklist

Here’s a summary of the most essential consulting skills once again that will help you succeed in this career.

• Analytical skills
• Categorization and organization
• Summarizing information
• Logical reasoning
• Running research
• Creative thinking and imagination
• Problem solving
• Solution-oriented mindset
• Ideation and brainstorming
• Presentation
• Effective communication
• Active listening
• Questioning and debating
• Conceptual thinking
• Practical thinking
• Observation
• Strategizing
• Interviewing
• Collaboration
• Leadership and taking initiative
• Planning and goal setting
• Time management
• System thinking

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The Right Way to Solve Complex Business Problems

Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly...

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Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly fail to identify the real problem and instead jump to exploring solutions. Phelps identifies the common traps and outlines a research-proven method to solve problems effectively. He’s the coauthor of the book, Cracked it! How to solve big problems and sell solutions like top strategy consultants.

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Welcome to the IdeaCast from Harvard Business Review. I’m Curt Nickisch.

Problem-solving is in demand. It’s considered the top skill for success at management consulting firms. And it’s increasingly desired for everyone, not just new MBA’s.

A report from the World Economic Forum predicts that more than one-third of all jobs across all industries will require complex problem-solving as one of their core skills by 2020.

The problem is, we’re often really bad at problem-solving. Our guest today says even the most educated and experienced of senior leaders go about it the wrong way.

COREY PHELPS: I think this is one of the misnomers about problem-solving. There’s this belief that because we do it so frequently – and especially for senior leaders, they have a lot of experience, they solve problems for a living – and as such we would expect them to be quite good at it. And I think what we find is that they’re not. They don’t solve problems well because they fall prey to basically the foibles of being a human being – they fall prey to the cognitive biases and the pitfalls of problem-solving.

CURT NICKISCH: That’s Corey Phelps. He says fixing these foibles is possible and almost straightforward. You can improve your problem-solving skills by following a disciplined method.

Corey Phelps is a strategy professor at McGill University. He’s also the co-author of the book “Cracked It: How to Solve Big Problems and Sell Solutions like Top Strategy C onsultants.” Corey thanks for coming on the show.

COREY PHELPS: Thank you for the opportunity to talk.

CURT NICKISCH: Another probably many, many biases that prevent people from solving big problems well.

COREY PHELPS: Absolutely.

CURT NICKISCH: What are some of the most common, or your favorite stumbling blocks?

COREY PHELPS: Well, one of my favorites is essentially the problem of jumping to solutions or the challenge of jumping to solutions.

CURT NICKISCH: Oh, come on Corey. That’s so much fun.

COREY PHELPS: It is, and it’s very much a result of how our brains have evolved to process information, but it’s my favorite because we all do it. And especially I would say it happens in organizations because in organizations when you layer on these time pressures and you layer on these concerns about efficiency and productivity, it creates enormous, I would say incentive to say “I don’t have time to carefully define and analyze the problem. I got to get a solution. I got to implement it as quick as possible.” And the fundamental bias I think is, is illustrated beautifully by Danny Kahneman in his book “Thinking, Fast and Slow,” is that our minds are essentially hardwired to think fast.

We are able to pay attention to a tiny little bit of information. We can then weave a very coherent story that makes sense to us. And then we can use that story to jump very quickly to a solution that we just know will work. And if we just were able to move from that approach of what Kahneman and cognitive psychologists called “System 1 thinking” to “System 2 thinking” – that is to slow down, be more deliberative, be more structured – we would be able to better understand the problem that we’re trying to solve and be more effective and exhaustive with the tools that we want to use to understand the problem before we actually go into solution-generation mode.

CURT NICKISCH: Complex problems demand different areas of expertise and often as individuals we’re coming to those problems with one of them. And I wonder if that’s often the problem of problem-solving, which is that a manager is approaching it from their own expertise and because of that, they see the problem through a certain way. Is that one of the cognitive biases that stop people from being effective problem solvers?

COREY PHELPS: Yeah. That’s often referred to as the expertise trap. It basically colors and influences what we pay attention to with respect to a particular problem. And it limits us with respect to the tools that we can bring to bear to solve that problem. In the world of psychology, there’s famous psychologist, Abraham Maslow, who is famous for the hierarchy of needs. He’s also famous for something that was a also known as MaSlow’s axiom, Maslow’s law. It’s also called the law of the instrument, and to paraphrase Maslow, he basically said, “Look, I suppose if the only tool that you have in your toolkit is a hammer, everything looks like a nail.”

His point is that if you’re, for example, a finance expert and your toolkit is the toolkit of let’s say, discounted cash flow analysis for valuation, then you’re going to see problems through that very narrow lens. Now, one of the ways out of this, I think to your point is collaboration becomes fundamentally important. And collaboration starts with the recognition that I don’t have all of the tools, all of the knowledge in me to effectively solve this. So I need to recruit people that can actually help me.

CURT NICKISCH: That’s really interesting. I wonder how much the fact that you have solved a problem before it makes you have a bias for that same solution for future problems?

COREY PHELPS: Yeah, that’s a great question. What you’re alluding to is analogical reasoning, and we know that human beings, one of the things that allows us to operate in novel settings is that we can draw on our past experience. And we do so when it comes to problem solving, often times without being conscious or mentally aware of it. We reach into our memory and we ask ourselves a very simple question: “Have I seen a problem like this before?”

And if it looks familiar to me, the tendency then is to say, “Okay, well what worked in solving that problem that I faced before?” And then to say, “Well, if it worked in that setting, then it should work in this setting.” So that’s reasoning by analogy.

Reasoning by analogy has a great upside. It allows human beings to not become overwhelmed by the tremendous novelty that they face in their daily lives. The downside is that if we don’t truly understand it at sort of a deep level, whether or not the two problems are similar or different, then we can make what cognitive psychologists called surface-level analogies.

And we can then say, “Oh, this looks a lot like the problem I faced before, that solution that worked there is going to easily work here.” And we try that solution and it fails and it fails largely because if we dug a little bit deeper, the two problems actually aren’t much alike at all in terms of their underlying causes.

CURT NICKISCH: The starkest example of this, I think, in your book is Ron Johnson who left Apple to become CEO of JC Penney. Can you talk about that a little bit and what that episode for the company says about this?

COREY PHELPS: So yes, its – Ron Johnson had been hired away from Target in the United States to, by Steve Jobs to help create Apple stores. Apple stores are as many people know the most successful physical retailer on the planet measured by, for example, sales per square foot or per square meter. He’s got the golden touch. He’s created this tremendously successful retail format for Apple.

So the day that it was announced that Ron Johnson was going to step into the CEO role at JC Penney, the stock price of JC Penney went up by almost 18 percent. So clearly he was viewed as the savior. Johnson moves very, very quickly. Within a few months, he announces that he has a strategic plan and it basically comes in three parts.

Part number one is he’s going to eliminate discount pricing. JC Penney had been a very aggressive sales promoter. The second piece of it is he’s going to completely change how they organize merchandise. It’s no longer going to be organized by function – so menswear, housewares, those sorts of things. It’s going to be organized by boutique, so there’s going to be a Levi’s boutique, a Martha Stewart Boutique, a Joe Fresh Boutique and so on.

And it would drop the JC P enney name, they would call it JCP. And he rolls this out over the course of about 12 months across the entire chain of over 1100 stores. What this tells us, he’s so confident in his solution, his strategic transformation, that he doesn’t think it’s worth it to test this out on one or two pilot stores.

CURT NICKISCH: Yeah, he was quoted as saying: “At Apple, we didn’t test anything.”

COREY PHELPS: We didn’t test. Yes. What worked at Apple, he assumed would work at JC Penney. And the critical thing that I think he missed is that JC Penney customers are very different from Apple store customers. In fact, JC Penney customers love the discount. They love the thrill of hunting for a deal.

CURT NICKISCH: Which seems so fundamental to business, right? Understanding your customer. It’s just kind of shocking, I guess, to hear the story.

COREY PHELPS: It is shocking and especially when you consider that Ron Johnson had spent his entire career in retail, so this is someone that had faced, had seen, problems in retailers for decades – for over three decades by the time that he got to JC Penney. So you would expect someone with that degree of experience in that industry wouldn’t make that leap of, well, what worked at Apple stores is going to work at JC Penney stores, but in fact that’s exactly what happened.

CURT NICKISCH: In your book, you essentially suggest four steps that you recommend people use. Tell us about the four steps then.

COREY PHELPS: So in the book we describe what we call the “Four S method,” so four stages, each of which starts with the letter “s”. So the first stage is “state the problem.” Stating the problem is fundamentally about defining what the problem is that you are attempting to solve.

CURT NICKISCH: And you probably would say don’t hurry over that first step or the other three are going to be kind of pointless.

COREY PHELPS: Yeah, that’s exactly the point of of laying out the four s’s. There’s a tremendous amount of desire even amongst senior executives to want to get in and fix the problem. In other words, what’s the trouble? What are the symptoms? What would define success? What are the constraints that we would be operating under? Who owns the problem? And then who are the key stakeholders?

Oftentimes that step is skipped over and we go right into, “I’ve got a hypothesis about what I think the solution is and I’m so obsessed with getting this thing fixed quickly, I’m not going to bother to analyze it particularly well or test the validity of my assumptions. I’m going to go right into implementation mode.”

The second step, what we call “structure the problem” is once you have defined the problem, you need to then start to identify what are the potential causes of that problem. So there are different tools that we talked about in the book that you can structure a problem for analysis. Once you’ve structured the problem for analysis and you’ve conducted the analysis that helps you identify what are the underlying causes that are contributing to it, which will then inform the third stage which is generating solutions for the problem and then testing and evaluating those solutions.

CURT NICKISCH: Is the danger that that third step – generating solutions – is the step that people spend the most time on or have the most fun with?

COREY PHELPS: Yeah. The danger is, is that what that’s naturally what people gravitate towards. So we want to skip over the first two, state and structure.

CURT NICKISCH: As soon as you said it, I was like, “let’s talk about that more.”

COREY PHELPS: Yeah. And we want to jump right into solutioning because people love to talk about their ideas that are going to fix the problem. And that’s actually a useful way to frame a discussion about solutions – we could, or we might do this – because it opens up possibilities for experimentation.

And the problem is that when we often talk about what we could do, we have very little understanding of what the problem is that we’re trying to solve and what are the underlying causes of that problem. Because as you said, solution generation is fun. Look, the classic example is brainstorming. Let’s get a bunch of people in a room and let’s talk about the ideas on how to fix this thing. And again, be deliberate, be disciplined. Do those first stages, the first two stages – state and structure – before you get into the solution generation phase.

CURT NICKISCH: Yeah. The other thing that often happens there is just the lack of awareness of just the cost of the different solutions – how much time, or what they would actually take to do.

COREY PHELPS: Yeah, and again, I’ll go back to that example I used of brainstorming where it’s fun to get a group of people together and talk about our ideas and how to fix the problem. There’s a couple challenges of that. One is what often happens when we do that is we tend to censor the solutions that we come up with. In other words, we ask ourselves, “if I say this idea, people are gonna, think I’m crazy, or people going to say: that’s stupid, that’ll never work, we can’t do that in our organization. It’s going to be too expensive, it’s going to take too much time. We don’t have the resources to do it.”

So brainstorming downside is we we self-sensor, so that’s where you need to have deep insight into your organization in terms of A. what’s going to be feasible, B. what’s going to be desirable on the part of the people that actually have the problem, who you’re trying to solve the problem for and C. from a business standpoint, is it going to be financially attractive for us?

So applying again a set of disciplined criteria that help you choose amongst those ideas for potential solutions. Then the last stage of the process which is selling – because it’s rare in any organization that someone or the group of people that come up with the solution actually have the power and the resources to implement it, so that means they’re going to have to persuade other people to buy into it and want to help.

CURT NICKISCH: Design thinking is another really different method essentially for solving problems or coming up with solutions that just aren’t arrived at through usual problem-solving or usual decision-making processes. I’m just wondering how design thinking comes to play when you’re also outlining these, you know, disciplined methods for stating and solving problems.

COREY PHELPS: For us it’s about choosing the right approach. You know what the potential causes of a problem are. You just don’t know which ones are operating in the particular problem you’re trying to solve. And what that means is that you’ve got a theory – and this is largely the world of strategy consultants – strategy consultants have theories. They have, if you hear them speak, deep understanding of different types of organizational problems, and what they bring is an analytic tool kit that says, “first we’re going to identify all the possible problems, all the possible causes I should say, of this problem. We’re going to figure out which ones are operating and we’re going to use that to come up with a solution.” Then you’ve got problems that you have no idea what the causes are. You’re in a world of unknown unknowns or unk-unks as the operations management people call them.

CURT NICKISCH: That’s terrible.

COREY PHELPS: In other words, you don’t have a theory. So the question is, how do you begin? Well, this is where design thinking can be quite valuable. Design thinking says: first off, let’s find out who are the human beings, the people that are actually experiencing this problem, and let’s go out and let’s talk to them. Let’s observe them. Let’s immerse ourselves in their experience and let’s start to develop an understanding of the causes of the problem from their perspective.

So rather than go into it and say, “I have a theory,” let’s go the design thinking route and let’s actually based upon interactions with users or customers, let’s actually develop a theory. And then we’ll use our new understanding or new insight into the causes of the problem to move into the solution generation phase.

CURT NICKISCH: Problem-solving – we know that that’s something that employers look for when they’re recruiting people. It is one of those phrases that, you know, I’m sure somebody out there has, has the title at a company Chief Problem Solver instead of CEO, right? So, it’s almost one of those phrases that so over used it can lose its meaning.

And if you are being hired or you’re trying to make a case for being on a team that’s tackling a problem, how do you make a compelling case that you are a good problem solver? How can you actually show it?

COREY PHELPS: It’s a great question and then I have two answers to this question. So one is, look at the end of the day, the proof is in the pudding. In other words, can you point to successful solutions that you’ve come up with – solutions that have actually been effective in solving a problem? So that’s one.

The second thing is can you actually articulate how you approach problem-solving? In other words, do you follow a method or are you reinventing the wheel every time you solve a problem? Is it an ad hoc approach? And I think this issue really comes to a head when it comes to the world of strategy consulting firms when they recruit. For example, Mckinsey, you’ve got the Mckinsey problem-solving test, which is again, a test that’s actually trying to elicit the extent to which people are good applicants are good at solving problems

And then you’ve got the case interview. And in the case interview, what they’re looking at is do you have a mastery over certain tools. But what they’re really looking at is, are you actually following a logical process to solve this problem? Because again, what they’re interested in is finding- to your point – people that are going to be good at solving complex organizational problems. So they’re trying to get some evidence that they can demonstrate that they’re good at it and some evidence that they follow a deliberate process.

CURT NICKISCH: So even if you’re not interviewing at a consulting firm, that’s a good approach, to show your thinking, show your process, show the questions you ask?

COREY PHELPS: Yeah, and to your point earlier, at least if we look at what recruiters of MBA students are saying these days, they’re saying, for example, according to the FT’s recent survey, they’re saying that we want people with really good problem solving skills, and by the same token, we find that that’s a skill that’s difficult for us to recruit for. And that reinforces our interest in this area because the fundamental idea for the book is to give people a method. We’re trying to equip not just MBA students but everybody that’s going to face complex problems with a toolkit to solve them better.

CURT NICKISCH: Corey, this has been really great. Thank you.

COREY PHELPS: Thanks for the opportunity. I appreciate it.

CURT NICKISCH: That’s Corey Phelps. He teaches strategy at McGill University, and he co-wrote the book “Cracked It: How to Solve Big Problems and Sell Solutions Like Top Strategy Consultants.”

This episode was produced by Mary Dooe. We got technical help from Rob Eckhardt. Adam Buchholz is our audio product manager.

Thanks for listening to the HBR IdeaCast. I’m Curt Nickisch.

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• How Consultants Help Clients Improve Performance Through Problem-Solving

This article discusses two powerful problem-solving techniques that consultants can use to break down their problems and tackle them like a professional. It also explores the tension between problem-solving and capacity-building.

Consultants are hired to provide advice and guidance to their clients in order to help them reach their goals and gain market share. Problem-solving is at the core of what consultants do, especially in the role of business analyst or management consultant. Solving problems for customers, whether simple or complex, is the key value that consultants bring to every engagement. This article will discuss two powerful problem-solving techniques that consultants can use to break down their problems and tackle them like a professional.

It will also explore the tension between problem-solving and capacity-building, as well as the contradictory and tacit assumptions that managers and consultants hold when they undertake an initiative together. Recent research on the experience of consultants who specialize in organizational learning suggests that this frustration may stem from the contradictory and tacit assumptions that managers and consultants hold when they undertake an initiative together. The consultants interviewed had more sophisticated ways of addressing the paradox. A good consultant will help the client draw their own conclusions and, at the same time, will serve as a guide for the discussion.

Strategy consultants and problem-solving professionals recognize that developing knowledge requires practice and active listening skills . They understand that complex problems can have hundreds, if not thousands, of issues surrounding them and that it can be tempting to dig into them and analyze them all to find possible solutions. Consultants learn along with members of the organization through their regular interactions, although they are not formally part of the organization. The consultant's role differs depending on their orientation and the client's expectations.

Problem-solving and capacity-building approaches appear to be very different models of how consultants can act. Because the practice of organizational learning concepts requires the participation of both the mind and the heart, in addition to deeper levels of communication, consultants feel bolder when it comes to talking to clients about issues that should only be addressed as trust increases. In this situation, consultants feel committed to organizations beyond the term of certain contracts, because they feel that they belong to a community. By understanding these two approaches, consultants can better serve their clients by providing solutions that are tailored to their needs. Problem-solving is a key skill for any consultant looking to help their clients improve performance.

By understanding how to break down complex problems into manageable chunks, consultants can provide valuable insights into how best to tackle them. Additionally, by recognizing the tension between problem-solving and capacity-building, as well as the contradictory and tacit assumptions that managers and consultants hold when they undertake an initiative together, consultants can better serve their clients by providing solutions tailored to their needs.

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Consulting Skills to Solve Business Problems

In-person classes – 2 days / Virtual (Live online) – 4 sessions Overview: 

The internal consultant role is essential in today’s workplace.  All types of organizations and business units recognize the value of analyzing business problems and translating them into the right solutions as a key to getting the right work done.  Whether that work is done through projects or ad hoc requests, certain core skills are needed to be effective and to begin operating more as consultants and less like reactionary problem-solvers.  Among those skills is the ability to understand and analyze business problems, break down a problem into manageable pieces, and recommend and “sell” solutions that will adequately solve a problem or take advantage of an opportunity.

This course provides industry-standard, practical skills that anyone performing an internal consultant role needs.  People will learn effective methods to ask good questions, objectively analyze issues, and gather supporting data to understand business problems and improvement areas.  To avoid “jumping to solutions,” this course presents approaches to think critically and understand root causes of problems.  And, since acceptance and understanding by business colleagues of findings and recommendations is critical, our course helps people to learn simple and effective ways to document and present their work.

Many practical and engaging exercises and workshops help walk people through the concepts presented and afford ample practice with the techniques learned. 

Pre-requisites:  Participants should have worked on the analysis, development, maintenance, or enhancement of at least one business “product,” whether it is software, business processes, services, etc. 

Skill Level : Basic

This seminar is designed for business analysts, systems analysts, project managers, business people, and anyone who does analysis and recommends solutions for any business “product,” including software, business processes, services, etc.

CEUs:  1.4 ($75.00)

Certificate Programs:

• Masters Certificate in Business Analysis
• Masters Certificate in Project Management

Format: 

To assimilate the tools and techniques learned, there is a mixture of individual and team exercises throughout the course. Exercises and workshops help reinforce concepts learned.  Students need to be prepared for a high level of participation. Content:

Understanding Consulting

• Consulting versus Analysis
• Roles and Responsibilities of Internal Consultants
• Forms of Power and Consultant Types
• Barriers to Critical Thinking
• Consultant Pitfalls
• Exercise: Consultant Role Play

Structuring Consulting

• Consulting Tool: SARIE Approach
• SARIE and the Consulting Cycle
• S – Situation:Stating the Problem
• Exercise: Evaluate Situation Statements
• Business Questionnaire
• Systems Diagram
• Exercise: Create Systems Diagram
• Client Analysis
• Workshop: Client Analysis Profile                

Consultative Questioning To Solve Problems

• Keys to Effective Consultative Questioning
• Exercise: Good Questioning and Listening
• Questions to understand expectations
• Open- and Closed-ended Questions
• Exercise: Convert questions
• The Problem with Asking “Why”
• Exercise: Avoid Asking “Why”
• Avoiding Leading Questions
• Exercise: Avoid Leading Questions

Problem Analysis

• A – Analyze the Situation
• Divergent and Convergent Thinking
• The Wisdom of the Group
• Exercise: Use the Wisdom of the Group
• Decomposition
• Fishbone Diagram
• Affinity Diagram
• Exercise: Affinity Diagram
• Interrelationship Diagram
• Scatter Diagram
• Pareto Charts
• Process Diagram
• Workshop: Use Analysis Tools
• Developing Recommendations
• Barriers to Making Recommendations
• Stakeholder Analysis
• Tips for Gaining Recommendation Support
• Weighted Ranking
• Workshop: Develop Recommendations

Presentation of Consulting Results

• Anticipate Client Responses
• I - Implementation
• E – Evaluation
• Presenting Recommendations
• Consulting and Project Management
• SARIE and Consulting Cycle Revisited
• SARIE and Project Life Cycle
• Workshop: Present SARIE

 This outline is subject to change.

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10 Step Process for Effective Business Problem Solving

Posted august 3, 2021 by harriet genever.

When you start a small business or launch a startup, the one thing you can count on is the unexpected. No matter how thoroughly you plan, forecast , and test, problems are bound to arise. This is why as an entrepreneur, you need to know how to solve business problems effectively.

What is problem solving in business?

Problem solving in business relates to establishing processes that mitigate or remove obstacles currently preventing you from reaching strategic goals . These are typically complex issues that create a gap between actual results and your desired outcome. They may be present in a single team, operational process, or throughout your entire organization, typically without an immediate or obvious solution. 

To approach problem solving successfully, you need to establish consistent processes that help you evaluate, explore solutions, prioritize execution, and measure success. In many ways, it should be similar to how you review business performance through a monthly plan review . You work through the same documentation, look for gaps, dig deeper to identify the root cause, and hash out options. Without this process, you simply cannot expect to solve problems efficiently or effectively. 

Why problem solving is important for your business

While some would say problem-solving comes naturally, it’s actually a skill you can grow and refine over time. Problem solving skills will help you and your team tackle critical issues and conflicts as they arise. It starts from the top. You as the business owner or CEO needing to display the type of level-headed problem solving that you expect to see from your employees.

Doing so will help you and your staff quickly deal with issues, establish and refine a problem solving process, turn challenges into opportunities, and generally keep a level head. Now, the best business leaders didn’t just find a magic solution to solve their problems, they built processes and leveraged tools to find success. And you can do the same.

By following this 10-step process, you can develop your problem-solving skills and approach any issue that arises with confidence. 

1. Define the problem

When a problem arises, it can be very easy to jump right into creating a solution. However, if you don’t thoroughly examine what led to the problem in the first place, you may create a strategy that doesn’t actually solve it. You may just be treating the symptoms.

For instance, if you realize that your sales from new customers are dropping, your first inclination might be to rush into putting together a marketing plan to increase exposure. But what if decreasing sales are just a symptom of the real problem? 

When you define the problem, you want to be sure you’re not missing the forest for the trees. If you have a large issue on your hands, you’ll want to look at it from several different angles:

Competition 

Is a competitor’s promotion or pricing affecting your sales? Are there new entrants in your market? How are they marketing their product or business?

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Business model 

Is your business model sustainable? Is it realistic for how fast you want to grow? Should you explore different pricing or cost strategies?

Market factors

How are world events and the nation’s economy affecting your customers and your sales?

Are there any issues affecting your team? Do they have the tools and resources they need to succeed? 

Goal alignment 

Is everyone on your team working toward the same goal ? Have you communicated your short-term and long-term business goals clearly and often?

There are a lot of ways to approach the issue when you’re facing a serious business problem. The key is to make sure you’re getting a full snapshot of what’s going on so you don’t waste money and resources on band-aid solutions. 

Going back to our example, by looking at every facet of your business, you may discover that you’re spending more on advertising than your competitors already. And instead, there’s a communication gap within your team that’s leading to the mishandling of new customers and therefore lost sales. 

If you jumped into fixing the exposure of your brand, you would have been dumping more money into an area you’re already winning. Potentially leading to greater losses as more and more new customers are dropped due to poor internal communication.

This is why it’s so vital that you explore your blind spots and track the problem to its source.

2. Conduct a SWOT analysis

All good businesses solve some sort of problem for customers. What if your particular business problem is actually an opportunity, or even a strength if considered from a different angle? This is when you’d want to conduct a SWOT analysis to determine if that is in fact the case.

SWOT is a great tool for strategic planning and bringing multiple viewpoints to the table when you’re looking at investing resources to solve a problem. This may even be incorporated in your attempts to identify the source of your problem, as it can quickly outline specific strengths and weaknesses of your business. And then by identifying any potential opportunities or threats, you can utilize your findings to kickstart a solution. 

3. Identify multiple solutions with design thinking

As you approach solving your problem, you may want to consider using the design thinking approach . It’s often used by organizations looking to solve big, community-based problems. One of its strengths is that it requires involving a wide range of people in the problem-solving process. Which leads to multiple perspectives and solutions arising.

This approach—applying your company’s skills and expertise to a problem in the market—is the basis for design thinking.

It’s not about finding the most complex problems to solve, but about finding common needs within the organization and in the real world and coming up with solutions that fit those needs. When you’re solving business problems, this applies in the sense that you’re looking for solutions that address underlying issues—you’re looking at the big picture.

4. Conduct market research and customer outreach

Market research and customer outreach aren’t the sorts of things small business owners and startups can do once and then cross off the list. When you’re facing a roadblock, think back to the last time you did some solid market research or took a deep dive into understanding the competitive landscape .

Market research and the insights you get from customer outreach aren’t a silver bullet. Many companies struggle with what they should do with conflicting data points. But it’s worth struggling through and gathering information that can help you better understand your target market . Plus, your customers can be one of the best sources of criticism. It’s actually a gift if you can avoid taking the negatives personally .

The worst thing you can do when you’re facing challenges is isolating yourself from your customers and ignore your competition. So survey your customers. Put together a competitive matrix . 

5. Seek input from your team and your mentors

Don’t do your SWOT analysis or design thinking work by yourself. The freedom to express concerns, opinions, and ideas will allow people in an organization to speak up. Their feedback is going to help you move faster and more efficiently. If you have a team in place, bring them into the discussion. You hired them to be experts in their area; use their expertise to navigate and dig deeper into underlying causes of problems and potential solutions.

If you’re running your business solo, at least bring in a trusted mentor. SCORE offers a free business mentorship program if you don’t already have one. It can also be helpful to connect with a strategic business advisor , especially if business financials aren’t your strongest suit.

Quoting Stephen Covey, who said that “strength lies in differences, not in similarities,” speaking to the importance of diversity when it comes to problem-solving in business. The more diverse a team is , the more often innovative solutions to the problems faced by the organization appear.

In fact, it has been found that groups that show greater diversity were better at solving problems than groups made up specifically of highly skilled problem solvers. So whoever you bring in to help you problem-solve, resist the urge to surround yourself with people who already agree with you about everything.

6. Apply lean planning for nimble execution

So you do your SWOT analysis and your design thinking exercise. You come up with a set of strong, data-driven ideas. But implementing them requires you to adjust your budget, or your strategic plan, or even your understanding of your target market.

Are you willing to change course? Can you quickly make adjustments? Well in order to grow, you can’t be afraid to be nimble . 

By adopting the lean business planning method —the process of revising your business strategy regularly—you’ll be able to shift your strategies more fluidly. You don’t want to change course every week, and you don’t want to fall victim to shiny object thinking. But you can strike a balance that allows you to reduce your business’s risk while keeping your team heading in the right direction.

Along the way, you’ll make strategic decisions that don’t pan out the way you hoped. The best thing you can do is test your ideas and iterate often so you’re not wasting money and resources on things that don’t work. That’s Lean Planning .

7. Model different financial scenarios

When you’re trying to solve a serious business problem, one of the best things you can do is build a few different financial forecasts so you can model different scenarios. You might find that the idea that seemed the strongest will take longer than you thought to reverse a negative financial trend. At the very least you’ll have better insight into the financial impact of moving in a different direction.

The real benefit here is looking at different tactical approaches to the same problem. Maybe instead of increasing sales right now, you’re better off in the long run if you adopt a strategy to reduce churn and retain your best customers. You won’t know unless you model a few different scenarios. You can do this by using spreadsheets, and a tool like LivePlan can make it easier and quicker.

8. Watch your cash flow

While you’re working to solve a challenging business problem, pay particular attention to your cash flow and your cash flow forecast . Understanding when your company is at risk of running out of cash in the bank can help you be proactive. It’s a lot easier to get a line of credit while your financials still look good and healthy, than when you’re one pay period away from ruin.

If you’re dealing with a serious issue, it’s easy to start to get tunnel vision. You’ll benefit from maintaining a little breathing room for your business as you figure out what to do next.

9. Use a decision-making framework

Once you’ve gathered all the information you need, generated a number of ideas, and done some financial modeling, you might still feel uncertain. It’s natural—you’re not a fortune-teller. You’re trying to make the best decision you can with the information you have.

This article offers a really useful approach to making decisions. It starts with putting your options into a matrix like this one:

Use this sort of framework to put everything you’ve learned out on the table. If you’re working with a bigger team, this sort of exercise can also bring the rest of your team to the table so they feel some ownership over the outcome.

10. Identify key metrics to track

How will you know your problem is solved? And not just the symptom—how will you know when you’ve addressed the underlying issues? Before you dive into enacting the solution, make sure you know what success looks like.

Decide on a few key performance indicators . Take a baseline measurement, and set a goal and a timeframe. You’re essentially translating your solution into a plan, complete with milestones and goals. Without these, you’ve simply made a blind decision with no way to track success. You need those goals and milestones to make your plan real .

Problem solving skills to improve

As you and your team work through this process, it’s worth keeping in mind specific problem solving skills you should continue to develop. Bolstering your ability, as well as your team, to solve problems effectively will only make this process more useful and efficient. Here are a few key skills to work on.

Emotional intelligence

It can be very easy to make quick, emotional responses in a time of crisis or when discussing something you’re passionate about. To avoid making assumptions and letting your emotions get the best of you, you need to focus on empathizing with others. This involves understanding your own emotional state, reactions and listening carefully to the responses of your team. The more you’re able to listen carefully, the better you’ll be at asking for and taking advice that actually leads to effective problem solving.

Jumping right into a solution can immediately kill the possibility of solving your problem. Just like when you start a business , you need to do the research into what the problem you’re solving actually is. Luckily, you can embed research into your problem solving by holding active reviews of financial performance and team processes. Simply asking “What? Where? When? How?” can lead to more in-depth explorations of potential issues.

The best thing you can do to grow your research abilities is to encourage and practice curiosity. Look at every problem as an opportunity. Something that may be trouble now, but is worth exploring and finding the right solution. You’ll pick up best practices, useful tools and fine-tune your own research process the more you’re willing to explore.

Brainstorming

Creatively brainstorming with your team is somewhat of an art form. There needs to be a willingness to throw everything at the wall and act as if nothing is a bad idea at the start. This style of collaboration encourages participation without fear of rejection. It also helps outline potential solutions outside of your current scope, that you can refine and turn into realistic action.

Work on breaking down problems and try to give everyone in the room a voice. The more input you allow, the greater potential you have for finding the best solution.

Decisiveness

One thing that can drag out acting upon a potential solution, is being indecisive. If you aren’t willing to state when the final cutoff for deliberation is, you simply won’t take steps quickly enough. This is when having a process for problem solving comes in handy, as it purposefully outlines when you should start taking action.

Work on choosing decision-makers, identify necessary results and be prepared to analyze and adjust if necessary. You don’t have to get it right every time, but taking action at the right time, even if it fails, is almost more vital than never taking a step.  

Stemming off failure, you need to learn to be resilient. Again, no one gets it perfect every single time. There are so many factors in play to consider and sometimes even the most well-thought-out solution doesn’t stick. Instead of being down on yourself or your team, look to separate yourself from the problem and continue to think of it as a puzzle worth solving. Every failure is a learning opportunity and it only helps you further refine and eliminate issues in your strategy.

Problem solving is a process

The key to effective problem-solving in business is the ability to adapt. You can waste a lot of resources on staying the wrong course for too long. So make a plan to reduce your risk now. Think about what you’d do if you were faced with a problem large enough to sink your business. Be as proactive as you can.

Editor’s note: This article was originally published in 2016. It was updated in 2021.

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What Does a Consultant Do: Roles & Responsibilities

A consultant helps solve business problems, using their expertise in problem-solving, combined with an extensive support network of industry, function, local experts, and other specialists.  The daily work of consultants in a project includes gathering data and insights, running analyses, making presentations, and pitching solutions.

Table of Contents

Why do we need a consultant?

Personal expertise and the broad contacts available to a consultant make them highly valuable , as an organization/individual cannot (or rather, should not) hire a large number of experts from everywhere only to give insight on a specific matter at once. 

Besides, the clients don’t have enough time to communicate with the experts about their problems; sometimes they don’t even know they have a problem. Also, you need more than just knowledge and expertise to solve problems. The process may involve interpersonal skills and analytical ability. 

That’s when the consultants come in handy. Hiring a consultant, therefore, is a cheaper and (usually) more effective solution, despite the seemingly high price to pay a consultant for one project. 

Furthermore, a consultant can give the client specialized advice and insight as “an outsider” , which means the former is less affected by the internal problems of the latter, so a consultant's opinion can be considered “more objective”. 

Therefore, consultants are in high demand from governmental organizations, private businesses, NGOs, VIPs, etc. Anyone or any organization that needs consulting on anything can be a consultant's customer. 

What does a consultant do?

Responsibility .

Consultants provide analysis, insights, and recommendations for clients using their expertise in relevant fields and problem-solving. They are troubleshooters who work on specific, clearly defined problems, unlike advisors with long-term relationships with clients. 

A consultant has two types of roles to fulfill: external roles and internal roles.

External roles are the work of a consulting project . Those are well known since consultants are often perceived as always on-site and solving client problems. However, this is not always the truth. Not everyone, at every time, gets a project at hand. Such time is called “beach time” or “bench time”, in which consultants are staffed in “internal roles”. 

Internal roles are the work at the office , which can be divided into two types of tasks: office tasks and personal tasks. 

On office tasks, consultants become very-expensive support staff by drafting proposals for the firm’s partners to sell new projects, researching publications, doing non-billable internal projects, or supporting the support centers. 

Meanwhile, on the personal tasks, the two main focuses are “personal development” and “business development”. “Personal development” is refining skills and qualifications, and “business development” is internal networking to ensure a consultant can get the best projects.

What does a consultant do in a consulting project?

Read more: A Day in Life of a Management Consultant

Consultants will act as “content ambassadors”. 

The job of those “content ambassadors” can be summarized into two big tasks: gather and create content. While this sounds simple, in fact, the consultants will have to put in a large amount of work. They must be able to solve the problems first, then deliver the solution as a proposal to the clients, or their director. The process is usually like this:

Problem-solving: A consultant would come to the client, gather data (through research, interviews with clients, mystery shopping, etc.), then analyze the situation, break it down into smaller pieces, finally get a proper solution. That consultant can bring in experts who know best about a particular field (either function or industry experts) for support.

Deliver technical expertise : After the long " problem-solving " process, the consultant consolidates every small item into the big picture and articulates everything into a specific proposal to the client.

Problem-solving

The problem-solving process can be generalized into five steps:

Step 1: Define the problem 

Each consulting project centers around a "problem". However, the "problem" might not necessarily be the real issue. Therefore, consultants should not only rely on a client’s information and interpretation of the problem but also have to dig deeper by collecting facts, asking questions, and examining further, until the real issue is defined.

Step 2: Find the root cause

If the root cause is not adequately addressed, the problem is sure to come back. Hence, avoiding jumping straight to solutions is best, or only the symptoms might be treated.

Step 3: Use “hypothesis-driven” process

Also called fact-based process, a consultant will make educated guesses of possible root-cause, then verify them with data. 

Step 4: Break down and structure the analysis with the “issue tree” framework

However, the “hypothesis-driven” process may take forever as millions of possible root causes exist. Hence, a consultant will have to test hypotheses from the top to the bottom of the issue tree. These issue trees need to be MECE .

Step 5: Find the solutions

Once the root causes are identified, consultants can work on solutions to deal with them.

Deliver technical expertise

After all the hard work solving the problem, a consultant can present a structured, concise, and easy-to-follow proposal to their client. 

The proposals presented by the consultants include a lot of technical expertise. However, that expertise rarely comes from consultants but rather from the massive back-end network behind them. 

Here, a consultant will act as "the bridge" that links the client's complex requirements, circumstances, and features to the abundant knowledge and experts in their vast back-end network, filled with industry specialists. Often, a selected expert from this network can be invited to the client's site to join the problem-solving process of the project.

Furthermore, a consultant will have to quickly acquire vital knowledge when entering a new project, even with no prior knowledge about the industry (this happens most of the time). A rigorous industry study will be conducted through the resources provided by McKinsey and internet research. 

What does a consultant do outside of a consulting project?

As explained above, internal roles are the work at the office, which can be divided into two types of tasks: office tasks and personal tasks. 

Office tasks

On office tasks, consultants act as very-expensive support staff. The logic here is when some consultants are on “beach time”, they are under the absolute command of the office director, which means they can be thrown into whatever job the director feels necessary.

They may be required to support their managing directors or partners in drafting proposals to sell new projects – those are called “Letters of Proposal” (LoP) at consulting firms. Even at this early stage, the proposals already cover high-level diagnoses and initial findings – so there is research, analysis, and presentation work just like in a project. 

Nonetheless, the best consultants always get prioritized for real projects, so if a consultant has been doing too many LoPs, that consultant needs to brush up on skills and qualifications.

Besides proposals, partners and directors also research publications, and “beach time” consultants also get staffed into these tasks. In a project life cycle, these publications are the first marketing step leading partners and directors to their prospects.

A consultant can also be staffed in internal projects – which do not directly generate revenue (non-billable). As such, internal projects are often unfavorable in performance reviews, so consultants should focus their efforts on getting external projects.

Sometimes, a consultant can even get stuck doing odd jobs such as supporting the support centers (ironic, yes – this may occur if the office director happens to also run a support center). 

Personal tasks

On the personal tasks, the two main focuses are “personal development” and “business development”.

The personal development part is about refining skills and qualifications to stay ahead of the game. Consultants only earn top-notch pay because of their top-notch skills, so they attend training, classes, and courses to equip themselves with the best knowledge of their preferred industry. Even if they slack off for one moment, they start losing value.

The business development part is about selling talents to directors and engagement managers specifically. The best consultants always do extensive internal networking to make sure they can get the best projects.

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What do managers do at a consulting firm?

After all the talk about consultants, let’s talk about their managers. In the end, there must be some senior consultants to lead the junior consultants through the project. 

This section will mainly explain the roles of managers in front-line projects, not their titles in the offices. 

In general, there are two levels of managers.

The Project Owners (PO) are the ones leading the project. This position usually belongs to senior consultants with the most experience and achievements in the firm. They create a broad strategy, set objectives, acquire funds and other important resources for the project, and act as the project ambassador. 

The Project Managers (PM) usually are from a consulting firm's mid-level positions , sometimes higher. They manage the day-to-day work of the project, ensure its quality and quantity, and act as a bridge between the staff and the Project Owners. 

The Project Owners

If a consulting project is a company , then the Project Owner (PO) is its big boss. For example, at McKinsey, any consultant with the title “Associate Partner” or higher can start a project and become a PO. 

The PO would be free to employ the PMs for a project through a “possible candidate” list and several phone calls. Technically, those are job interviews. The process is much like recruiting a CEO.

Outside of a project, most of the PO’s effort (or, more appropriately, Partner-level personnel, since the PO only exists inside the project) is spent on doing research publications as part of the marketing, networking for potential clients, and drafting proposals. Of course, most of the execution work is delegated to “beach time” consultants.

The Project Managers

Second in the hierarchy is the Project Manager (PM). The PM is the de facto CEO of the project. While the PM is still under the PO's command, a PM has near-absolute control over the workstreams. The PM is also in charge of recruiting consultants for the project and serves as the contact point between the client and the firm.

The priority of a project manager is to ensure the project is absolutely on time and the quality is top-notch to maintain the firm’s prestige. The PM acts as a mentor/instructor for the subordinate junior consultants and has the final say in their output. 

However, unlike their subordinates, PMs rarely get “beach time”. They are frequently in short supply, and once they commit to a project, it's a full-time commitment.

A consultant’s true story - The Cement Project

This section covers the true experience of a consultant in the cement workstream of a state-owned enterprise project.

I was assigned to the cement workstream in a bigger state-owned enterprise project. I immediately began by going to the McKinsey content library to download the 100-page “Cement 101 PD”, scanned and picked up the industry key terms & concepts. Then I went to the client's website to learn basic information: their plants, location, technology, sales, and product. 

I created a blank slide with those data and started with the Client fact sheet.

Next, I tried to find all cement market reports in the region and found out that the market was severely oversupplied.

=> I created a Basic market perspective sheet and jotted down this biggest takeaway along with some other insights.

I then called the Engagement Manager (EM - at McKinsey, this is equivalent to the Project Manager) to get the feeling for the workstreams and the overall project objective: “helping the client decide whether or not they should close down their major plant.”

=> With this in mind, I went back to the 101 documents to study more in-depth on the subject (cement turnaround, lean cement production cost, etc.). At this point, I knew that the client’s cement plant wasn’t doing well.

The next day I arrived in the city for the project, met the client for the first time, and confirmed unofficial information discussed by the EM. It turned out that the client’s objective was indeed to find out if they should close the major plant or not. I later got introduced to a key contact point on the client’s side, and I quickly established a nice foundation for a good relationship with him.

Next, I used the internal network to find out about similar projects McKinsey has done elsewhere in the world. Surprisingly, I found a very comparable one in China six years ago.

=> I immediately emailed each of the key personnel on that project to introduce myself, explain the project context, and ask for sanitized documents of that China project.

At the same time, I went back to the market report and tried to find out what was up with some of the most prominent players in the market. I found that most of the big ones still stay in business, while the smaller ones drop out more often. 

=> I immediately added that insight to the “market perspective note”.

At the end of the day, I caught the EM on the taxi ride back to the hotel to discuss what the overall deliverables structure would look like. When we got back to the hotel, I made the very preliminary version of the final document, with just big chapters and various placeholders. In consulting, we call it the “ghost deck”.

The next morning, I got a nice reply from the China team, along with detailed, sanitized final documents. The overall structure was different from ours. But I picked up a ton of insights to update my 1st version of the “ghost deck”.

The same day, I got to the client site for the second engagement workday, met the client's key contact point, and casually announced ahead to him that I would need him to introduce me to key cement personnel and facilitate the data gathering process. He was cooperative! 

In a good mood, I asked the guy to provide me with any data he already had on the cement plant so I could take initial looks even before the official data came home. He refused! I got the first sense of this organization's bureaucracy and mentally prepared myself for the challenges ahead.

I went back to the China team’s document and studied a little in more depth. I pulled out a blank slide and started noting down questions I would ask the China team’s Engagement Manager, who now has become a partner at McKinsey. He’s a busy guy, and I needed to make the best out of the interview time with him.

At the same time, I prepared myself for another important task: draft a data request to be submitted to the client. Given how bureaucratic this SOE client was, I knew how long this process could take. Hence, I had to make it as perfect as possible on the first try.

I decided to do this after the interview with the China partner. So for that day, I turned on beast mode to get as many insights as possible from all available documents back then to prepare myself for the phone interview with the partner and the client data request form.

At night, we had a team dinner with the leaders (Associate partners in charge) to discuss team norms, working processes, MBTI, Personal Development, etc. I am used to the process as we do this at the beginning of every project!

Although my team did not have good chemistry (yet!), I was looking forward to working with them.

Later that night, I went to the market research team to get any public data on the cement industry and then later filed a request for the specific data I needed.

=> At the initial stage, any public data will be useful, although, in developing countries, public data can be unclear and inaccurate. I told them that I would file a more detailed request in later stages.

Before going to bed, I drafted the ideas for the questions with the China team. Then I scheduled a phone interview with the China partner and prepared the “version 1” data request form to send to the client. 

The next day I made the call with the China partner, taking the lead, and the call was well over 30 mins. The call was so insightful that there were so many things I could’ve done following it. But I decided to prioritize finalizing the data request and submitting it to the client. It was important to send it on Thursday because I did not trust the client to work very hard on Friday.

Once the data request was submitted, I returned to the ghost deck and did some editing. This 50-pager started to feel like the baby I would nurture for the rest of the engagement. At the moment, the running hypothesis was that the client should close down the plant. It was still too early to say, but at least we had something to work with.

Five days later, the data came. It looks horrible, both in terms of the data's reliability and what the data said. I immediately drafted a report entailing every question and concern on the data and sent it back to the client.

On the other hand, the parts of data considered reliable at the time confirmed the running hypothesis. The client was making a negative profit all the way from its origin. But to confirm the hypothesis, I still needed more.

I plugged the data into the turnaround excel model: a complex model with many inputs to answer one key question: “The plant is bad, but under all sources of improvement levels, can it make a profit?”. So I took on six levers of improvement scenarios.

Unlike in  case interviews , in real life, for each lever, we need to go out and hunt for the answer in any way possible. Each one really feels like a mini case itself.

One interesting example was the lever of cutting logistics costs by using water boats on rivers. I explored a method no one had ever done in the country but has been successfully implemented in Thailand. I talked to some of the best mechanical engineers in the country and even took him on a business trip with me to see how people did it in Thailand.

So just like that, I tackled several levers that covered up to 80% of the possible final result. Not really one by one, but rather almost all at the same time. The “ghost deck” at the beginning of the engagement was constantly updated throughout the process. We had a few meetings at certain checkpoints with the client. Unsurprisingly, the document said, “version 36” at the end of the project.

After the final presentation and handover process were done, we spent the last week sanitizing our document and summarizing unique knowledge gained from the project into a new document called the “Practice Document” (PD) so that future projects could benefit from this.

When you put your name into the PD, future teams can call you to shed light on what you have done and know best. You become an expert in a very “niche” area.

Q&A on consulting work

Do consultants spend all day making slides.

Of course not! This is a weird misconception about consultants. How can a consultant generate any profit if they just spend their whole day working on slides? In fact, no firm wants their consultants to spend entire days refining PowerPoint visuals. 

Usually, consultants will sketch their ideas and concepts, maybe even outlining a complete slide with placeholder text, before capturing it in a photo and forwarding it to a visual graphics team along with a deadline. The stricter the deadline, the higher the cost. 

Big consulting firms even have dedicated design centers in many regions around the world.

Do management consultants always travel?

It depends! If the client sites were close to the office, then of course, a consultant wouldn’t have to travel much. Even so, a consultant might still have to take short business trips to client sites in different cities. 

For consultants that have to travel to client sites in another country, they might fly there on Monday and return to the office on Friday. At McKinsey, this is called “in-office Friday”. This means a consultant would spend the whole weekdays at the client sites, which also means that consultant has to travel 3-4 times per month.

How long does a project usually last? 

A consulting project might last anywhere from three months up to a year, depending on the scope defined in the contract. Anything longer would be broken into multiple projects. 

The cement workstream in the above story is a part of a bigger project that takes eight months in total. The client is a conglomerate and represents six different industries. The first eight weeks were spent on overall diagnosis, followed by 16 weeks of detailed strategy for each industry, assigned to each consultant on the team.

Do consultants work on multiple projects at a time?

No, they do not work on multiple projects at the same time. Everybody from the Product Manager (PM) level or below is fully dedicated to just one project at a time. Partner-level personnel, however, can have multiple projects running at the same time.

What can a consultant do better than a company's management?

Providing best practice

Consulting firms also consult with many other clients in the same industry across the globe. So even though nobody is 100% certain the advice would work, everybody knows that consulting firms will bring the “best practice” - the most updated, and the most proven solutions - to the table. Sometimes, hiring consulting firms is as much about standing out as it is about not being left behind.

Political leverage

Sometimes, consulting firms are used as a political tool to create buy-ins, raise the stake, or eliminate rivals. For example, if there are two rivals with opposing ideas on how to run the conglomerates, is there any better way to add weight to one’s argument than saying it comes from McKinsey people?

Effective problem-solving

When it comes to problem-solving, consultants have two major advantages over anyone else. 

Comprehensive and efficient problem-solving process trained at consulting firms.

The extensive support network of expertise, which allows consultants access to the best practices in any given industry.

Complete focus

Client managers usually have daily tasks and corporate politics to worry about; consultants, on the other hand, are employed full-time to focus on just one single problem; that’s why they can solve in months what may have been swept under the rug for years.

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7 Ways To Solve Problems Like a Consultant

November 13, 2017 • 8 minute read • by saeed.

“All the greatest and most important problems in life are fundamentally insoluble … They can never be solved, but only outgrown.” ~ Carl Jung

At the core, consultants are problem solvers. Most consultants are brought in to solve a problem or provide a new way of looking at a problem. Garnering insights, thinking on your feet and learning to turn around a problem takes practice. The classic problem solving  mechanism , based on a continuous improvement model, goes something like this:

1.      Define the problem.

2.      Assess all potential causes for the problem.

3.      Identify scenarios that can resolve the problem.

4.      Select a scenario for implementation.

5.      Develop an implementation plan.

6.      Monitor implementation of the plan.

7.      Verify if the problem has been resolved or not.

8.      Course correct as needed.

While, this is a rational and linear process that provides a clear frame of reference around which people can communicate, some people would argue (and they’d be right) that the world is much too chaotic for the rational approach to work as cleanly as intended. The dynamics of organizations and people are not nearly so mechanistic as to be improved simply by using off the shelf problem solving models.

In truth, the quality of an organization or life comes from how one thinks about the journey, not the destination. So, what I want to deal with in this post is the  mindset behind the  mechanism .

The mindset consultants bring to the table is different than most. They have to look past the problem itself. They have to challenge all of the assumptions and constraints around the problem. They have to ask the right questions which is far more important than having all the right answers. A good consultant will help the client come to their own conclusions while acting as a guide for the discussion.

Whether you are consulting on a project or not, and whether you are tackling problems in your personal life or at work, this post breaks down the mindset behind seven problem solving approaches you can take from the consulting world to begin breaking down your problems and tackling them like a pro.

1.      Consultants rely on data more than intuition.

I’m a big believer in intuition. But intuition is typically backed by years of experience. Consultants are typically generalists, which means they lack the 30 or 40 years of in-depth industry experience that their clients often have. Therefore, research will help you focus on key drivers that you can back up with hard data given your time constraints. Your boss or client might have a “gut” instinct for how to solve a specific problem based on their experience, and that is fine. But a good consultant will dig for hard data to prove or disprove that “gut” instinct before moving forward..

2.      Consultants don’t boil the ocean, they dive for the pearl.

It’s important to realize that when figuring out how to solve a problem, there is always an enormous amount of research and data analysis you could potentially do. Instead of trying to perform all of it, which is the equivalent of trying to boil the ocean, consultants focus on doing enough research and analysis to thoroughly prove or disprove the key drivers behind the problem they are analyzing and ignore everything else. By focusing their time and energy on the ‘key drivers’ of the problem, they dive into the largest and most salient aspects of the problem that, if solved, would have the biggest immediate impact. For example, if you are looking to cut costs, there may be a plethora of different ways to do that. Instead of spinning your wheels analyzing all of the potential cost saving areas, you’re better off focusing on the two or three costs that, if reduced, would have the largest overall impact on the organization.

3.      Consultants don’t just look at obstacles, they look for opportunities.

Most people see a wall, accept that it is there, and never examine the problem or even “push” against the wall to see where the resistance is coming from. Because no one has really checked, it may well be that the obstacle or constraint they were referring to was there years ago and no longer exists. Instead of thinking about what  cannot  be done, consultants think about what  can  be done. They use the obstacle as an opportunity to think of creative ways to overcome it. When you hit a wall, find a way to climb it or burrow a hole in the wall to get to the other side. Don’t just stand there and wonder why you hit the wall.

4.      Consultants don’t just see weaknesses, they look for strengths.

Focusing on strengths does not mean forgetting about your weaknesses and not working to improve them. But tripling down on your strengths will get you where you want to go faster than always pondering why your fail. A good consultant will hone in on and leverage you and/or the organizations’ talents, skills, or assets to make you even better at what they’re already good at. They will help you match people to environments or roles that are also congruent with their skills, knowledge, and assets. They will recognize this simple truth: most people are good at the things they enjoy, and they enjoy the things they’re good at.

5.      Consultants don’t focus on symptoms, they seek out the roots of the problem.

Consultants help determine the real problem – the problem behind the problem if you will. Often the client is trying to tackle a technical problem, when the issue is actually a business problem. It doesn’t help, for example, if you improve the efficiency and speed of your operations if the overall leadership strategy is driving the business off of a cliff. Finding the root cause requires persistence. It all starts by acknowledging the real situation. Ask yourself: “Is this same issue occurring again?” If your answer is “yes”, you are just facing and the symptoms are coming back again and again, you have a problem on your hands that requires a  root cause analysis .

6.      Consultants look for how things have always been done and wonder if they could be done differently.

People are prone to all kinds of  cognitive biases  – be it false consensus or status quo bias or confirmation bias, or any of a variety of others that blind them to seeing the root cause of the problem or a viable solution.  People are often blinded by their very focused view of the world, and often get stuck on industry views, trends, and group-think within the company. Culture can stall innovation and constrain options. Consultants look for what’s behind the words someone is saying. Challenging all the basic assumptions is a good start to problem solving. In many cases the problem presented by the client is the wrong problem – they are asking the wrong question, and they just don’t know it.

7.      Consultants have more than a hammer in their toolbox.

In 1966 the prominent psychologist Abraham Maslow said: “It is tempting if the only tool you have is a hammer, to treat everything as if it were a nail.” When you only have one tool at your disposal, you fall prey to confirmation bias believing that the solutions to problems demand solutions we already happen to have at hand. When limited tools are applied inappropriately or indiscriminately, results suffer.  When a variety of tools are leveraged and customized to fit the situation, you are able to unlock the art of what’s possible. Build up your problem solving tool box with techniques you can adapt to a variety of situations.

A final Word…

In my experience consulting, nearly all the external constraints on a problem. To start, learn to ask probing open ended questions and see where they lead. Why is this important? How much does this impact the business? Why are you doing it this way? If you started from scratch today, would you do it the same way? What does that really mean? What matters most is don’t try to be clever or seem brilliant . Sometimes the right questions are being asked, and forcing some clever alternative is actually the wrong approach. Strategy consultants and problem solving professionals recognize that developing insight takes practice and takes active listening skills.  With practice and time, your problem solving process will become easier and you’ll be ‘nailing’ it like a pro.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it helpful, I invite you to follow me on  LinkedIn  or subscribe to read exclusive content on my  BLOG.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

©2017 – All Content by Saeed H. Mirfattah, M.A.

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Soft Skills for Consulting: Why They Matter and How to Develop Them

Discover the importance of soft skills in the consulting industry and learn how to develop them with our comprehensive guide.

Posted May 18, 2023

Featuring Mattijs B.

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Table of Contents

Consulting is a dynamic and ever-changing industry that requires professionals to demonstrate both technical and interpersonal skills to succeed. While technical or hard skills are essential, soft skills play a critical role in determining the success of consultants. Soft skills refer to a set of personality traits, social behaviors, and communication abilities that allow individuals to work and interact effectively with others. In this article, we discuss the importance of soft skills in consulting, what they are, how they differ from hard skills, and the key skills needed for consultants to excel in their profession. We also delve into strategies for developing soft skills and their impact on the consulting industry.

The Importance of Soft Skills in Consulting

Soft skills are essential for success in consulting because the consulting industry is primarily based on solving complex business problems. Consultants work with clients from diverse cultural backgrounds, industries, and sectors, and as such, they need to communicate effectively, build relationships, show empathy, and navigate complex situations. Soft skills, such as communication, problem-solving, emotional intelligence, and adaptability, enable consultants to build trust, inspire collaboration, and find common ground with clients and colleagues.

Moreover, soft skills are crucial for consultants to manage their own stress and workload. The consulting industry is known for its long hours, tight deadlines, and high-pressure environments. Therefore, consultants need to have strong time management skills, the ability to prioritize tasks, and the resilience to handle stress. Soft skills such as self-awareness, self-regulation, and stress management can help consultants maintain their mental and emotional well-being, which is essential for their long-term success in the industry.

Finally, soft skills are becoming increasingly important in the consulting industry due to the rise of automation and artificial intelligence. While technology can automate many routine tasks, it cannot replace the human touch that is required for effective consulting. Soft skills such as creativity, critical thinking, and innovation are essential for consultants to provide unique and valuable insights to clients. Consultants who can combine their technical expertise with strong soft skills will be in high demand in the future of consulting.

What are Soft Skills?

Soft skills refer to a set of personal attributes and social behaviors that enable individuals to interact effectively with others. Some of the top soft skills necessary for consulting include communication, problem-solving, emotional intelligence, adaptability, time management, organizational skills, and relationship-building.

Soft skills are becoming increasingly important in the workplace, as they are often the determining factor in an individual's success. Employers are looking for candidates who not only have the technical skills required for the job, but also possess strong soft skills. In fact, a study by LinkedIn found that 57% of leaders say soft skills are more important than hard skills.

Soft skills can be developed and improved over time through practice and experience. One effective way to improve soft skills is through training and workshops. Many companies offer soft skills training programs to their employees to help them develop the necessary skills to succeed in their roles.

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How Do Soft Skills Differ from Hard Skills?

Hard skills refer to technical skills and knowledge that are specific to a particular job or industry. For instance, technical knowledge or specific industry experience may be critical for a consultant to understand the client's business and provide relevant solutions. However, soft skills such as communication, emotional intelligence, and adaptability are essential to help consultants interact effectively with clients, understand their needs, and maintain positive relationships.

Soft skills are also transferable skills that can be applied to various industries and job roles. For example, effective communication skills are essential not only for consultants but also for managers, team leaders, and customer service representatives. Similarly, adaptability and problem-solving skills are valuable for employees in any industry, as they help individuals navigate changes and challenges in the workplace.

Moreover, soft skills are often difficult to measure and quantify, unlike hard skills that can be assessed through tests or certifications. Soft skills are developed through experience, practice, and feedback, and they require continuous improvement and refinement. Therefore, individuals who possess strong soft skills are highly valued by employers, as they can contribute to a positive work environment, enhance team collaboration, and improve customer satisfaction.

Key Soft Skills for Consultants

Effective communication is one of the most critical soft skills for consultants. As a consultant, you need to convey complex ideas to clients in a clear, compelling, and concise manner. Emotional intelligence is also vital for consultants to understand and manage their emotions and relationships effectively. Consultants should demonstrate strong problem-solving and critical thinking skills to help clients identify business problems, devise effective solutions, and implement them successfully. Other critical soft skills for consultants include adaptability, time management, organizational skills, and relationship-building.

Another essential soft skill for consultants is leadership. As a consultant, you may be leading a team of professionals or guiding clients through a project. Therefore, you need to have strong leadership skills to inspire and motivate your team or clients towards achieving their goals. Additionally, consultants should possess excellent analytical skills to analyze data, identify trends, and make informed decisions. Finally, consultants should have a strong work ethic, be self-motivated, and have a positive attitude towards their work. These qualities will help consultants to deliver high-quality work and build a positive reputation in the industry.

Communication: The Foundation of Successful Consulting

Communication is the backbone of effective consulting. Consultants need to communicate effectively with their clients and stakeholders to understand their needs, identify business problems, and devise solutions that meet their specific requirements. Consultants should be able to listen actively, ask relevant questions, and respond appropriately. Effective communication skills enable consultants to build trust, manage conflicts successfully, and maintain positive relationships.

Moreover, effective communication is not limited to verbal communication. Consultants should also be able to communicate effectively through written communication, such as reports, emails, and presentations. Clear and concise writing skills are essential for consultants to convey complex information in a way that is easily understandable for their clients and stakeholders. Additionally, consultants should be able to use visual aids, such as graphs and charts, to present data and information in a way that is easy to comprehend. Effective written and visual communication skills are crucial for consultants to deliver successful projects and achieve their clients' goals.

Emotional Intelligence: Essential for Effective Consulting

Emotional intelligence is the ability to recognize, understand, and manage emotions. Consultants with high levels of emotional intelligence are better equipped to navigate complex business situations, build strong relationships, and inspire cooperation and collaboration. Emotional intelligence also helps consultants manage stress, remain calm under pressure, and adopt a positive attitude towards clients and colleagues.

Furthermore, emotional intelligence allows consultants to effectively communicate with clients and colleagues, as they are able to understand and empathize with their perspectives and emotions. This can lead to more successful outcomes and stronger partnerships. Additionally, consultants with high emotional intelligence are often better at resolving conflicts and negotiating, as they are able to remain level-headed and find mutually beneficial solutions. Overall, emotional intelligence is a crucial skill for consultants to possess in order to excel in their roles and provide the best possible service to their clients.

Problem-Solving and Critical Thinking: Key Competencies for Consultants

Problem-solving and critical thinking skills enable consultants to identify business problems, analyze data, and develop actionable insights. Consultants who can solve complex problems effectively can provide valuable solutions that address the client's specific needs. Critical thinking also helps consultants assess and evaluate information, ask relevant questions, and identify potential roadblocks and barriers.

Adaptability: Navigating Change in the Consulting Industry

Adaptability is the ability to adjust to new situations and changes in the work environment. The consulting industry is constantly evolving, and consultants need to adapt to these changes to provide relevant solutions and add value to clients. Consultants who can respond quickly to change can remain competitive and stay ahead of the curve. Adaptability also enables consultants to learn new skills, work with new clients, and navigate unfamiliar environments.

Time Management and Organizational Skills: Making the Most of Every Minute

Time management and organizational skills are vital for consultants to manage their workload, meet deadlines, and complete tasks effectively. Consultants need to prioritize their work, delegate tasks where necessary, and manage their time effectively. Good organization skills also enable consultants to access relevant information quickly and efficiently, maintain accurate records, and work collaboratively with colleagues and clients.

Building Rapport with Clients: The Key to Long-Term Success as a Consultant

Building rapport with clients is essential for consultants to succeed in the long term. Effective relationship-building helps consultants establish trust, communicate clearly, and understand clients' needs. Consultants who can build strong relationships with clients are more likely to receive repeat business, referrals, and positive feedback. Building rapport also helps consultants to anticipate clients' needs, provide personalized solutions, and add value to clients.

Developing Your Soft Skills: Tips and Strategies for Improvement

Developing soft skills requires a continuous improvement mindset and a commitment to growth. Some of the strategies for improving soft skills include attending training programs, participating in networking events, seeking feedback, reading relevant literature, and seeking mentorship. Also, it's vital to practice self-reflection and identify areas for improvement continuously.

Training and Education Options for Developing Soft Skills

Training and education programs can help consultants improve their soft skills. Organizations can provide soft skill training programs to their employees, or consultants can enroll in various online courses or attend workshops. It's essential to choose the right training courses that cater to specific soft skills and align with career goals.

Impact of Technology on Soft Skill Development in Consulting

The advancement of technology has a significant impact on soft skills development in consulting. Consultants can leverage technology for communication, collaboration, problem-solving and time management. Technology also enables consultants to provide real-time solutions, improve data analysis and enhance their decision-making skills. However, technology has also led to the creation of virtual work environments, which requires consultants to develop new communication and collaboration strategies.

Measuring the ROI of Developing Soft Skills in Consulting

Measuring the ROI of developing soft skills in consulting is challenging but vital. It's critical to measure the impact of soft skill development on business outcomes such as increased productivity, client satisfaction, and revenue growth. Data, such as testimonials from clients or colleagues, performance reviews, and surveys, can provide valuable insights on the effectiveness of soft skills development programs.

Conclusion: Emphasizing the Importance of Soft Skills in Consulting

Soft skills play a vital role in successful consulting careers. Effective communication, emotional intelligence, problem-solving critical thinking, adaptability, time management, organizational skills, and relationship-building are some of the essential soft skills for consultants. Developing soft skills requires continuous improvement, training, and education. Ultimately, consultants who excel in soft skills are more likely to build positive relationships with clients, provide innovative solutions, and succeed in the consulting industry.

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11 Core consulting skills to meet client expectations in 2024

Key takeaways.

• Consulting is more than providing your expert advice. It involves understanding your client's pain points, challenges, and goals to present tailored solutions.
• The top consulting skills are critical thinking, communication, interpersonal, analytical, and soft skills.
• Good communication skills can bring more effect from any discussion when working with clients, stakeholders, and team members.
• Poor management skills will lead to messy and chaotic projects and client dissatisfaction. All this will result in a loss of revenues and business opportunities.

Each year, management consultants in the US get more than  $2 billion  for their services. 

Much of this money pays for impractical data and poorly implemented recommendations. 

With intelligent clients these days, the situation will be different. 

So, you need to work toward  effective consulting and learn the essential consulting skills to meet your client’s expectations.

If it gets ignored, there can be negative consequences for your consulting firm. In fact, a study reveals  80% of new consulting companies  fold within their first two years of business.  

Considering the problem, we’ve mentioned these 11 core consulting skills that your client wants in you. 

This blog is helpful too for consulting  firms planning to onboard new consultants.  

So, let’s get started! 

What makes you a good consultant?  

1. creative thinking skills   , 2. strategic thinking  , 3. effective communication skills  , 4. observation skills , 5. objectivity & independence skills , 6. strong interpersonal skills  , 7. problem-solving skills   , 8. adaptability  , 9. analytical skills  , 10. leadership skills  , 11. project and time management skills , essential consulting skills tailored to your field .

Possessing expertise and knowledge in your area is the primary criterion, but  your skills make you stand out from others.  

The skills of a consultant make them the best or the one of their kind. This is because consulting is more than just providing advice based on their problems.

Rather it’s about taking them through a seamless experience while addressing their needs.

And your core consulting skills play a vital role in delivering this experience.

A good consultant has exceptional skills that assist in offering tailored solutions, so moving on with the most valuable consulting skills. 

11 Core consulting skills that help you stand out of the crowd 

Creative thinking is one of the vital consulting skills, as your job role is to present solutions that are unique and tailored for your clients.

It promotes brainstorming and diverse perspectives. Moreover, it involves going beyond conventional approaches.

Consultants must be creative enough to use their expertise and knowledge to develop the best solution.

Further, creative thinking skills allow them to think outside the box and generate ideas that drive positive results, like driving more sales or improving productivity.

Here, the aim is to provide a plan that gives their clients an edge over their competitors.

Creative thinking will help you convert opportunities into deals in a fast-paced business environment.

How to improve your creative thinking skills?  

You can develop and make your creative thinking ability better by following these tips:

• Embrace mind wandering  

Letting your mind wander freely and letting go of preconceived notions is essential. Brilliant ideas emerge when you release the mental pressure and relax your mind.  

• Seek a creative mentor  

Identify the person in your industry known for their creativity. Approach, connect, and follow them to learn how they cultivate the art of creative thinking.

• Embrace diverse perspectives  

Having multiple perspectives allows you to expose yourself to different viewpoints. You must engage with diverse individuals and give yourself a break from like-minded people.

This encourages you to think differently and gain new perspectives and ultimately helps you to fuel your creative thinking.  

• Consider optimal timing   

Some consultants find themselves coming up with the best solution early in the morning, some late at night, etc. So, observe the part of the day where you feel the most creative.

Pay attention to these patterns and adapt your schedule to embrace creativity.  

Strategic thinking is one of the complex but essential skills for consultants. This skill requires a rare combination of conceptual knowledge and practical application.

You must see all the right process levels, from visionary concepts to the action plan and execution.

Your role here is to identify the areas of disconnect and fill the gap. This requires you to switch between worms and birds’ eye viewpoint.

It also helps to anticipate future challenges and take necessary actions.

Strategic thinking allows you to analyze information, learn patterns, and develop practical solutions.

Hence, observing and comprehending the bigger picture and considering the minor elements make up the overall strategy.

How to improve your strategic thinking skills?  

Strategic thinking comes naturally to some people. However, one can always develop and improve these by practicing. Follow the best tips mentioned below: 

• Prioritize your task by always asking  –  Which task can leverage the most benefit now?  And then go ahead to perform it.
• Be aware of your biases . Question your thoughts and admit where you went wrong. This doesn’t make you less competent; you started thinking strategically.  
• Improve your listening skills . Listening to clients, peers, and others allows you to think differently and learn new aspects.   
• Hone your questioning skills . Strategic thinking requires you to question things and understand why it is proposed.   

Effective communication as a consultant is more than just communicating concisely or persuasively.    

It includes discussion and questions that lead the project to the next stage. In simple terms, it involves solution-oriented communication.   

Good communication skills can bring more effect from any discussion with clients, stakeholders, and team members.  

You’ll require to tailor your conversations while interacting with different audiences. And effective communication always builds rapport with clients, manages their expectations, and builds trust.   

Being a good listener is the secret ingredient to improving your communication skills. Pro consultants ask more qualifying questions rather than presenting their ideas at the initial level.   

The below image will help you better understand the difference between Pro consultants and a Novice. 

Not only verbal communication, but you must also be apt with your written communication skills.  

Tools like ChatGPT, WARMER.AI, Grammarly, and Hemmingway can assist you in creating sound emails and proposals that bring a positive response.

Also, suppose you’re communicating and consulting people on calls back and forth. In that case, there is a high chance of losing crucial information about the potential clients that might help you convert them later.  

To avoid this, you can take support of  calling software  that will allow you to take call notes, automatically record calls, and voicemail drop if you are not available. 

How to improve your communication skills?  

Here are some winning tips to improve your communication skills as a consultant: 

• Focus on rehearsing  your pitches and objection-handling strategies. Practicing will help you impressively deliver your words. 
• Written communication is equally important so work upon to make it better. You can  use pre-built email templates  for a speedy workflow.
• Communication is more than words, so you must  focus on non-verbal gestures . Your body language and facial expressions also need equal attention when working on communication skills. 
• Asking for honest feedback  will help you learn the areas of improvement.  

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Playing the role of an observer is a full-time job for a consultant. You can serve them efficiently by observing them, their business, and their products. 

Good observation skills mean you need to be able to look beyond components and identify their patterns, trends, and interdependencies. 

For instance, if you’re a sales consultant, you can look at their  consulting sales pipeline  for the past few months, reports of their rep’s activity, and sales goals reports for getting deeper insights into their sales activities.

Consultants lacking observation skills struggle to  get consulting clients  throughout their careers.

How to improve your observation skills?  

Here are some winning tips to improve your observation skills:  

• Engage with various projects, businesses, and clients to gain diverse experiences and more exposure .   
•   Be Attentive and practice active listening. Look out for details during interactions and meetings.   
• Develop note-making habits . Capture essential information and use these notes as a valuable resource during project execution.  
• Look beyond individual factors and embrace the bigger picture . Also, try to identify patterns and trends.
• Seek feedback from your colleagues and mentors regarding your observation’s outcomes.  
• Be open-minded and curious to learn about a client’s business and products.

Clients hire you to assess their current situation and problem from an unbiased and objective point of view. 

So, your responsibility is to explain the key problems truthfully and then develop fair solutions. 

Consultants with strong objectivity and independence skills don’t hesitate to tell their clients about any uncomfortable truth; rather, they responsibly handle the situation. 

Let’s understand this skill better with an example:

Suppose you’re a sales coach appointed by XYZ company, and they asked to figure out why their sales team is not meeting the sales targets.

Upon interaction and analyzing the past sales data, you discovered that most of their sales reps are avoiding cold calls and only focusing on warm calls. 

You interacted with the team and explained the importance of cold calls to achieve revenue targets for their business. 

Then, you objectively presented your findings to the manager, including all the loopholes and areas they overlooked. 

Then, you devised a new sales plan with a solid solution to their problems. 

That’s how you’ve demonstrated your objectivity and independence skills.

If you have ignored speaking the truth to the manager, then explaining your sales plan element would probably be a struggle.

The ideal way to show objectivity and independence skills is to become a source of truth for your clients. 

This isn’t easier as saying because often you have to face blunt replies or you might lose the client (worst scenario), but this will be a one-time pain. 

Remember, the sooner you finish with the painful truth, the sooner you can start implementing the solutions to improve. 

How to improve your objectivity and independence skills?  

Start today, and practice being more honest and direct with your clients. Here are some more tips for you below: 

• Try to avoid emotional involvement, as it can make you biased. 
• Stay calm, so if your clients come up with an idea and ask your opinion on that, tell them it is terrible if it is. Also, explain to them why. 
• Don’t hesitate to ask questions only if they sound hurtful or unpleasant. Ask them with clear thoughts that you can only help if you know what went wrong. 
• Present smartly, and begin your feedback with a compliment, followed by criticism. Like, “ I like your unique thought, but it won’t solve this problem. ” 

Consulting business runs more on trust. Once you develop a set of liking and trust among your clients, this can help you win the deal. 

As a consultant, you interact with various audiences on a day-to-day basis. This requires you to plan and execute your next steps and conversations carefully.   

Working with clients becomes a smoother process if you’ve excellent interpersonal skills (also called people skills). 

You can gain valuable insights and diagnose business problems with strong interpersonal skills. Further, you can manage clients’ expectations, negotiate effectively, and resolve conflicts.   

Lack of which will leave a poor impression on you and affect your future business.   

How to improve your interpersonal skills?    

As a consultant, improving people skills is vital for your business growth. Here’s how you can do this: 

• Try to communicate with a desired number of prospective  clients  daily and learn about their businesses and interests. 
• Have an empathetic approach  so that when you contact them, make it about themselves. 
• Learn about their  pain points and needs  before pitching, as this leaves a good impact on your clients.
• Demonstrate how you can  add value  and maintain relationships to gain customer loyalty.  

As a consultant, you are obliged to possess a solution-oriented mindset. This is because clients only consider consultants with expertise and problem-solving skills.

With strong problem-solving skills, you can draw thoughtful solutions after listening to and learning about their concerns and pain points.

Lack of this skill will create struggles in providing meaningful advice, leading to loss of business opportunities.   

With excellent problem-solving skills, consultants can tackle complex problems and find innovative solutions.   

It enables them to have a structured and strategic mindset for each challenge resulting in effective resolution.  

How to improve your problem-solving skills?  

As a consultant, you are supposed to solve the client’s problems effectively. This is how you can level up your problem-solving skills: 

• You must  change your mindset from “What” to “How .” This will help you focus on the structured problem-solving process.  
• You need to be  open-minded  and look at different ideas and other approaches. This way, you can shift your mindset and be open to solving problems in multiple ways. 
• Focus on the root cause of the problem and aim to solve the same. A good consultant  doesn’t work on just symptoms but defines the problem .  
• Focus on the  process of solving the problem . Take a systematic approach and focus on “How.” 
• Lastly, you should structure your presentation well, making it easy for your clients to understand.

Consultants must work with various industries and clients with unique challenges and goals.   

For instance, a digital marketing consultant can deal with clients from multiple industries, say manufacturing, real estate finance, etc.   

So, the ability to adjust to changes is crucial to drive successful results for their clients.    

Consultants must quickly adapt to the changing circumstances and requirements of their clients.

This also means being flexible and open to new ideas and being able to pivot when required.    

Further, they must be able to shift priority, work collaboratively and be resilient to unforeseen obstacles. This enables them to work efficiently with different teams, cultures, and time zones.    

In this fast-paced world, clients seek consultants who can offer innovative solutions and are willing to adjust their strategies when expected.    

Being adaptable makes you an asset to your clients, leading to a successful career.

How to improve adaptability?  

Here’s how you can practice adaptability for your consulting business to deal with your varied persona clients:

• Continuous learning will  help you adjust to your environment. Adapting becomes easy when the environment seems familiar. 
• Have a “ Never say die ” attitude. When you accept that there is no one-size-fits-all strategy, you learn to find various solutions. This enhances your chance of adapting to any situation.  
• Change is inevitable and embracing them will enhance your adaptability skills . Take time to reassess your views, and instead of feeling frustrated, find values.  
• Don’t fear making mistakes , as it is a part of the process to improve it. But ensure not to repeat mistakes.

Your consulting practice greatly relies on analytics, so these skills are crucial for you to thrive in your career.    

As a consultant, you must deal with many clients and huge amounts of data and complex information.   

Strong analytical skills enable consultants to gather and analyze data to identify patterns and trends for making informed decisions.  

For instance, suppose a consulting firm provides sales strategy consulting services, and one of its consultants discovers that many prospective clients are dropping out from their consulting sales pipeline from a specific stage in the sales process.  

Now, analytical skills can help them evaluate the issue and enable them to understand the root cause of the droppings.  

Moreover, it helps to organize and present complex information concisely.

Analytics requires critical thinking and logical reasoning to interpret data and drive results.

Leveraging the data most effectively can save your business from losing opportunities to make money. Also, it helps you make informed decisions based on the data to optimize your strategies for great outcomes. 

How to improve your analytical skills?  

Analytical skills help you to drive calculative solutions. Hence, you must possess it, and as a consultant, here’s how you can improve it: 

• When taking an analytical approach, you must collect  efficient data . Having a good database sums up to improving your analytical skills. 
• Another way to improve this skill is to  avoid being biased . Asking the right questions without being biased will help you drive accurate solutions.  
• Have a  structured data collection method . You must agree on data collection methods and resources with the client. 
• Further, you must develop a plan that can be made with both  a practical and innovative approach .  

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Leadership skills are essential for consultants to establish themselves as trusted advisors and achieve long-term career success.   

Also, as leadership comes with meeting responsibility and taking corrective steps to produce the expected deliverables, you must have a strong sense of decision-making from leadership quality.

Further, setting clear expectations, strategizing project, and managing the execution part all comes to your daily consulting job role.

And to achieve this, you must have a strategic mindset and leadership qualities to make firm decisions.    

How to improve your leadership skills?  

Leadership as a skill is effective in helping you lead a project and team smartly. Here’s how you can develop and improve: 

• A good leader is  an empathetic listener . When you don’t rush at speaking and instead listen to your clients and peers, you understand their points of view and needs. 
• A good leader is also known for taking  strategic actions  and addressing problems. As a consultant, you can stand out by looking at the big picture and analyzing solutions. 
• Another way to improve is to have a  collaborative approach . A great leader is always found working with his team.  
• As a consulting leader, you must have  honesty and integrity . Strong moral and social values have been seen as a fundamental quality in the history of leaders.

Consultants need to work on multiple consulting projects simultaneously. And managing and tracking these projects is a skill you must have for a successful career.  

Project management includes managing time , scope, expectations, and deadlines throughout the project.   

It also involves planning, organizing, and executing the projects to deliver the best results.

This skill helps you to demonstrate the ability to coordinate with clients, team members, and stakeholders.   

Further, it helps you to manage resources efficiently, risk, and adapt to changing situations.  

Poor management skills will lead to messy and chaotic projects and client dissatisfaction. All this will result in a loss of revenues and business opportunities.   

Hence, mastering this core management consulting skill is vital for your successful career.

Moreover, you can enhance your work productivity with a smart  sales automation tool  that can help boost your sales efforts. 

How to improve project and time management skills?  

As a consultant, you must deal with multiple projects and clients simultaneously. And having sane time and project management consulting skills becomes crucially important.  

Here’s how you can improve these skills: 

• To start with, set  realistic goals . Don’t set goals that match expectations but not reality. Hence, you must focus on setting achievable goals.  
• Learn to  overestimate available time . If a project can be completed in a day or two, quote three days. By doing so, you avoid stress and last-moment changes and gain more time for researching and delivering the problem efficiently.  
• Another thing is to  determine the priority checklist . One important step is determining which task needs to be completed today to ensure that you don’t mess up any task.  
• Lastly,  research and use adequate tools  to complete the project. This results in executing the task effectively and providing the expected results.  

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Apart from the core consulting skills, you should work on developing skills that give a boost to your niche. Explore the table mentioned below. 

Hope this was helpful!

Wrap up: Skill up for your consulting success

To conclude, possessing the right consulting skills is equally important to having expertise in your niche.

Your valuable skills are the ones that differentiate you from other consultants. The top eleven consulting skills mentioned in the blog are crucial for every consultant looking for a successful career.

These skills assist you in delivering tailored solutions, winning more clients, building strong relationships, and offering a seamless experience to them.

So, go ahead and start adapting and practicing them for better results.

Frequently asked questions 

Management consultants need good teamwork, time management, problem-solving and creative thinking, and analytical skills.

The three critical attributes of making a successful consultant are having creative thinking skills, good listening skills, and effective communication skills.

Some of the hard skills for consultants are critical, leadership, and analytical thinking.

Technical skills involve the ability to use smart tools like Excel, PowerPoint, and email marketing software and a good understanding of other important productivity platforms.

Soft skills include solution-oriented skills, adaptability skills, and time & project management skills.

Dhanashree Pal

Dhanashree has been into writing since her teens. She believes writing is the best way to express and explain everything happening in this world. Reading and imagining are something she can do for hours. Enthusiastic about exploring new places and food. Young and hopeful of becoming better with every passing day.

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Hypothesis-Driven Approach: Crack Your Case Like a Consultant

• Last Updated June, 2023

A hypothesis-driven approach in consulting is a structured method of problem-solving. Consultants formulate a hypothesis for the solution to a business problem, then gather data to support or disprove it. 

Cracking a case interview can be a daunting task, with a wide range of potential solutions and approaches to consider. However, using a hypothesis-driven approach is a systematic and effective problem-solving method. It will impress your interviewer and demonstrate your readiness for a career in consulting.

In this article, we will talk about:

• The definitions of a hypothesis and a hypothesis-driven approach
• The differences between a hypothesis-driven approach and a non-hypothesis-driven approach
• An example of how to solve a case using both approaches
• Our 5-step process for using a hypothesis-driven approach to solve consulting cases

Let’s get started!

What Is a Hypothesis & a Hypothesis-Driven Approach?

Differences between a hypothesis-driven approach vs. non-hypothesis-driven approach, our 5-step process for using the hypothesis-driven mindset to solve cases, other consulting tools that will strengthen your problem-solving.

In the realm of science, the term “hypothesis” is used to describe a proposed explanation for a question or phenomenon, based on limited evidence, as a starting point for further investigation. Similarly, consultants act as scientists or as doctors solving their clients’ business problems, constantly forming and testing hypotheses to identify the best solutions. 

The key phrase here is “starting point,” as a hypothesis is an educated guess at the solution, formed from currently available information. As more data is gathered, the hypothesis may be adjusted or even discarded entirely.

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Hypothesis-Driven Approach

Consultants are engaged to efficiently and effectively solve their clients’ problems and assist in making critical business decisions. With the vast amount of data available and an array of options to consider, it can be overwhelming to examine everything. Time constraints on projects make it imperative that consultants avoid getting bogged down in excessive analysis and questioning, without making meaningful progress toward a recommendation.

Instead, consultants begin by forming a hypothesis after gaining an understanding of the client’s problem and high-level range of possibilities. Then, they gather data to test the initial hypothesis. If the data disproves the hypothesis, the consultants repeat the process with the next best hypothesis. This method of problem-solving is commonly used by top consulting firms, such as McKinsey.

A non-hypothesis-driven approach is the opposite of a hypothesis-driven approach. Instead of forming a hypothesis, the individual makes a recommendation only after thoroughly evaluating all data and possibilities. This approach may rely on intuition, trial and error, or exhaustively exploring all options to solve the problem. This is not an efficient method for a case interview, where time is limited.

An analogy that illustrates the distinction between the two methods is to look at problem-solving as trying to find a needle in a haystack. A non-hypothesis-driven approach would involve randomly searching through the entire stack without any clear strategy. 

On the other hand, a hypothesis-driven approach would involve dividing the haystack into smaller piles, and systematically searching through one section at a time. The searcher would gather information from the person who lost the needle, such as their location when it was lost, to identify the most likely pile to search first. This not only saves time but also increases the likelihood of finding the needle. If the needle is not found in the initial pile, the search can then move on to the next most probable pile.

Solving a Case Interview Using the Hypothesis-Driven Approach vs. the Non-Hypothesis-Driven Approach

To further illustrate the advantages of a hypothesis-driven approach, let’s examine two different approaches to the same case interview example. We’ll compare and contrast these approaches, highlighting the key distinctions between them. By the end, you’ll have a clear understanding of the benefits of using a hypothesis-driven approach in problem-solving. 

The client is SnackCo, a consumer goods company that manufactures and sells trail mixes in the United States. Over the past decade, SnackCo has seen significant growth following the launch of premium trail mix products, capitalizing on the trend toward healthier snacking options. Despite this success, the company’s operations have remained unchanged for the past decade. SnackCo is asking for your help to improve its bottom line.

Let’s look at how two candidates, Alex and Julie, solve the same case.

The Non-Hypothesis-Driven Approach

After hearing this prompt, Alex jumps right into listing possible questions related to how to improve the bottom line.

Alex: I understand SnackCo wants to improve profitability. Here are some questions I want to look into. Has SnackCo’s retail prices remained the same in recent years?

Interviewer: No, SnackCo has adjusted prices quite closely to what competitive products are selling at.

Alex: Oh interesting. Are consumers willing to pay more for premium trail mix? Do we know if we are underpricing?

Interviewer: SnackCo’s Director of Sales strongly believes that they should not change product prices. He believes the consumers love the product and it is priced fairly. 

Alex: Got it. Has the client’s market share decreased?

Interviewer: No, the market share has increased over the years.

Alex: In that case, it seems like our growth is fine. Have the costs increased?

Interviewer: SnackCo has not made many changes to its costs and operations in the last decade. What are some ways we can help them look at their cost savings opportunities?

Although Alex is making progress and may eventually solve the case, his communication style gives the impression that he is randomly guessing at the sources of the problem, rather than using logical reasoning and structure to pinpoint the solution.

The Hypothesis-Driven Approach

Julie has prepared for her case interviews with My Consulting Offer’s coaches so she is well-versed in the hypothesis-driven approach. 

After hearing the same prompt, she takes a moment to write down the key issues she wants to dig into to solve this case and organizes her thoughts. 

Julie: For the goal of improving profitability, we could look at how to improve revenue or decrease costs. For revenue, we could look at if prices or volumes have changed. Since the client said they haven’t made any changes to the business operations in the last decade, I would like to start with a better understanding of their costs. However, before we begin, I want to confirm if there have been any changes to prices or volumes recently.

Interviewer: SnackCo’s Director of Sales strongly believes that they should not change product prices. They also believe the volumes have grown well as SnackCo is one of the market leaders now. 

Julie: Great. That confirms what I was thinking. It’s likely a cost problem. We could look at their variable costs, such as ingredients, or fixed costs, such as manufacturing facilities. Given that this is an established business, I would assume their fixed costs are likely consistent. Therefore, let’s start with their variable costs.

Interviewer: How should we think about variable costs?

Julie: Variable costs for SnackCo likely include ingredients, packaging, and freight. The levers they could pull to reduce these costs would be through supplier relationships or changing the product composition. 

Julie quickly identifies that variable costs are likely the problem and has a structured approach to understanding which opportunities to explore. 

Key Differences

The interviewer is looking for candidates with strong problem-solving and communication skills, which are the qualities of a good consultant. Let’s look at how the two candidates performed.

Problem-Solving

Alex’s approach to solving the client’s problem was haphazard, as he posed a series of seemingly unrelated questions in no particular order. This method felt more like a rapid-fire Q&A session rather than a structured problem-solving approach. 

On the other hand, Julie takes a structured and analytical approach to address profitability concerns. She quickly realizes that while revenue is one factor of profitability, it is likely costs that are the main concern, as they haven’t changed much in the last decade. She then breaks down the major cost categories and concludes that variable costs are the most likely opportunity for cost reduction. Julie is laser-focused on the client’s goal and efficiently gets to a solution.

Communication

Alex is not making a positive initial impression. If this were an actual client interaction, his questioning would appear disorganized and unprofessional. 

On the other hand, Julie appears more organized through her clear communication style. She only considers the most pertinent issues at hand (i.e., the client’s business operations and costs) and avoids going down irrelevant rabbit holes.

• Understand the client’s problem; ask clarifying questions if needed.
• Formulate an issue tree to break down the problem into smaller parts.
• State the initial hypothesis and key assumptions to be tested.
• Gather and analyze information to prove or disprove the hypothesis; do not panic if the hypothesis is disproven.
• Pivot the hypothesis if necessary and repeat step 4. Otherwise, make your recommendation on what the client can do to solve their problem. 

Other helpful tips to remember when using the hypothesis-driven approach:

• Stay focused on the client’s problem and remember what the end goal is.
• Think outside the box and consider new perspectives beyond traditional frameworks. The basic case interview frameworks are useful to understand but interviewers expect candidates to tailor to the specific client situation.
• Clearly communicate assumptions and implications throughout the interview; don’t assume the interviewer can read your mind.

A hypothesis-driven approach is closely tied to other key consulting concepts, such as issue trees, MECE, and 80/20. Let’s take a closer look at these topics and how they relate.

• Issue Trees

Issue trees, also known as decision trees, are visual tools that break down complex business problems into smaller, more manageable parts. In a consulting interview, candidates use the issue tree to outline key issues and potential factors in the client’s problem, demonstrating their understanding of the situation. This structure is then used to guide the case discussion, starting with the candidate’s best hypothesis, represented as one branch of the issue tree. For more information and examples of issue trees, check out our i ssue tree post. 

During the interview process, consulting firms look for candidates who can demonstrate a MECE (mutually exclusive and collectively exhaustive) approach to problem-solving, which involves breaking down complex issues into distinct, non-overlapping components. 

A MECE approach in case interviews involves identifying all potential paths to solving a client’s problem at a high level. This allows the candidate to form an initial hypothesis with confidence that no potential solutions have been overlooked. To gain a deeper understanding, read our comprehensive guide on the MECE case structure .

Consultants use the 80/20 rule, also known as the Pareto principle, to prioritize their efforts and focus on the most important things. This principle states that 80% of effects come from 20% of causes, which means a small number of issues often drive a large portion of the problem. By identifying and focusing on the key issues, consultants can achieve significant results with relatively minimal resources.

By following these tips and developing a solid understanding of the hypothesis-driven approach to case-solving, you will have the necessary tools to excel in your case interview. For more interview resources, check out Our Ultimate Guide to Case Interview Prep . 

– – – – –

In this article, we’ve covered:

• Explanations of a hypothesis and hypothesis-driven approach
• Comparison between a hypothesis-driven approach and a non-hypothesis-driven approach
• Examples of the same case using both approaches and the key differences
• Practical tips on how to develop a hypothesis-driven mindset to ace the case

Still have questions?

If you have more questions about the best degrees for a career in consulting, leave them in the comments below. One of My Consulting Offer’s recruiters will answer them.

Other people preparing to apply to consulting firms found the following pages helpful:

• Our Ultimate Guide to Case Interview Prep
• Types of Case Interviews
• Case Frameworks
• Hypothesis Trees

Help with Your Consulting Application

Thanks for turning to My Consulting Offer for advice on the best majors for consulting. My Consulting Offer has helped almost 89.6% of the people we’ve worked with to get a job in management consulting. We want you to be successful in your consulting interviews too. For example, here is how Misha was able to get his offer from BCG.

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