Not problem solvers.

Clients often hire consultants to parachute in, with superpowers to solve a problem that people on the inside feel less confident about tackling or find too complex.

This commonly held belief comes from the fact that consultants can provide a trusted outside perspective after witnessing and working through similar problems with different companies. And this experience earns them credibility to bring innovative ideas to the table that clients might be able to see but feel quite risky to trust or have low confidence implementing.

But, there are some issues with this model.

• There is an unequal power distribution. Consultants are afforded way more power than is necessary in the problem-solving process.

• With an incomplete and often rushed understanding of organizational context, there are risks to the proposed solutions that are difficult to surface and plan for.

• Though well-meaning and well-researched, there could be several unintended consequences of the strategies and solutions laid out by external consultants.

Instead of problem solvers, consultants are best utilized as capacity builders.

Often, the most relevant and sticky solutions are homegrown—from people steeped in the context. All they need is the creative and business confidence to implement them. And the capabilities to realize their own vision. This is where consultants can be invaluable. By asking provocative questions, prompting reflections, and teaching from their own experience, consultants can become partners in a long-term process of change, not just short-term experts on hire.