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

We Discuss:

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

Key Highlights:

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

• 
  

4 Takeaways:

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

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

Yeah. Right.

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

We Discuss:

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

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

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

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

5 Takeaways:

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

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

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

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

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

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

We Discuss:

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

6 Takeaways:

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

7. 
   

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

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

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

We Discuss:

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

7 Takeaways:

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

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

We Discuss:

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

Key Highlights:

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

6 Takeaways:

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

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

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

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

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

Key Highlights:

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

6 Takeaways:

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

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

We Discuss:

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

Key Highlights:

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

7 Takeaways:

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

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