The Consultant As Leader

THE CONSULTANT AS LEADER BY GEOFF BELLMAN In my early years as a consultant, I saw myself as a kind of organizational lubricant. I was an enabler, a helper working with clients to free up rusty parts, a kind of “WD-40” that allowed the organizational gears to turn more quickly and quietly. In those days I was taken with the dynamics among individuals in a group. In meetings you would hear me make comments like, “I am noticing that as you talk, you maintain eye contact with the president and seldom look at others in the group.” Or, “If you were to rephrase your question and make it a statement, what would that statement be?” Or, “It sounds like the team is ready to make a decision. I have noticed that most of you have not spoken during the discussion.” You are familiar with these process observations; chances are, you’ve made many yourself. This was usually useful and new information for my groups; my contributions often enriched their conversations and improved their effectiveness as I facilitated what they were doing. A useful role; I enjoyed it.

And it was not enough for me. Something was missing. As helpful as it might be to keep the wheels turning, I was silent on where the wheels ought to go. I felt I had no room to ask questions about whether the wheels ought to turn at all, or, whether these were the particular wheels that ought to turn. When these considerations came up in meetings, I was silent because they were outside what I had learned and defined as my role. I knew I had more to contribute. All that was running through my head and heart confirmed this. So did exploratory discussions with others.

My interpretation of my facilitator role began to bind to the point I had to do something about it— whether clients needed it or not! I spoke with a few clients about an expanded role and gained their support. I began to stretch the bounds of my facilitator role. I began to offer ideas on the content discussed in meetings. I made room for and prepared others to take on the facilitator role, relying less on me. In the heat of discussion, I began to offer new ideas about direction, question strategies, or offer alternatives. In other words, I began to put forth all the ideas and

feelings I had bottled up in the past. And this went well for my clients; they generally liked what they were getting. My excitement for my work increased as I felt I was being more of myself. Clients began to ask more of me; they expected me to be a leader of meetings rather than just a facilitator. And I gradually recognized that I had bound myself into this role; my clients had not asked me to do this. I had tied myself up with my own rope and knots, doing what I thought a good OD consultant should do. It had little to do with my clients and everything to do with me.

My self concept turned toward being an organizational leader—one of many in the room, each bringing special expertise, talent and responsibility. I did not, do not, forget that I am a consultant; that my role and commitment are different. I know that I cannot make decisions, but I can advise strongly. I know that I do not carry the responsibilities that come with being an executive or a worker who shows up every day. But I now know that I am not here just to help the client with his or her agenda; I am here to help them discover their agenda—and to pursue my own along the way. I respect my client’s wishes and will yield, but I do not do so early and automatically. I know that it is their organization, not mine. I know I have less knowledge about the intricacies of their business; I make a point of showing my respect for the knowledge and experience they bring. When I believe I understand their issues, and I have a strong opinion, I offer it. Withholding my perspective does not serve them or me well.

I am willing to lead major parts of meetings, to design a structure and work through it to outcomes they support. I am willing to offer alternatives to clients that go beyond what they have developed. When I see possible action, I recommend it. I think and act as if I am a part of this organization—knowing that I am not. I push, pull, argue, pontificate, praise, joke, plead, and join with them as we produce together. And much of the time, I offer silent support and follow the leadership present in the group. Though it is legitimate for me to be at the center of issues, I do not have to be there.

No, I do not tell clients how to make steel, educate kids, design chips, hatch salmon, or make candy. I participate less in those technical core functions, except to ask questions and understand. The content I do wade into is usually related to the changes they are trying to bring about. You might hear me say things such as “I’ve listened to all of you and I think you ought to…” Or, “It sounds like this committee wants to. . .” Or even, “I think you are about to make a bad decision. It’s your organization, but this decision would hurt you.” Or, “What have we been doing for the last thirty minutes? I don’t think you are ready to make this decision now.” Or, “I support what Manufacturing is saying, and don’t think many of you have not yet heard them.”

None of this assumes that I am the only leader; I follow others’ lead most of the time. When a meeting is going well, I can watch the leadership move from person to person as the subject and their investment or responsibility require. As a client said to his executive committee once, “I don’t know exactly what Geoff does, but I do know that we have better meetings and make better decisions when he is around.” That is the kind of comment I treasure. And another executive once said to me, “I want to remind you that I am the president and I will decide.” He saw me over-stepping my bounds and called me on it. He was right. Yes, there are potential problems in stepping out of the facilitator role and onto the playing field. As the power dynamics shift, I have more at risk.

Consider moving toward a stronger leadership role if your experiences parallel my own. Consider it if you hold strong, and unexpressed, beliefs and values about your work. If you find yourself frequently holding back your opinions and in doing so deprive your clients of something they could use, consider speaking up more. Talk with your clients about what your current role is and how you (and they) would like to alter it. Experiment but with their agreement., keeping their best interests at heart. Find new ways of serving their larger purposes while serving your own. (Based on the second edition of The Consultant’s Calling: Bringing Who You Are to What You Do.” Jossey-Bass. 2002.)