Critical advisor vs analyst

When I was an analyst, my job working with senior executives in companies was clear-cut. I would use my knowledge of their markets to develop advice for them, parachute into their companies, present my ideas, and answer their questions. Then I would leave. Implementation was their problem.

I was extremely honest and often blunt, but it was very clear what they were paying for: my perspective. Given the amount of research that went into it, it was worth the price.

Advisory consulting is far more collaborative

I work closely with authors now. The job is very different.

Some of it similar. My work to understand their business and goals is the same. So is the way I apply my expertise. Similarly to what I did as an analyst, I am honest and do not change my opinion to make my clients feel better.

But success looks different. The relationship is successful only if the client is able to act on my advice, and we are responsible for that together. The conversations look like this:

Me: “Based on my experience in my field (writing and editing nonfiction books), I think you should do this.”

Client: “I can’t do that.”

Me: “Why not?”

Client: [Explains why not.]

Me: “Here’s the justification for my previous advice and why I recommended it. But I can see that we need a different way to accomplish your goal. What about this alternate course of action?”

Client: “That’s intriguing but it still won’t work. What about [suggests a different approach].”

Me: “That might work, especially if you do it this way . . . .”

I am personally invested in the client’s success, and they know that. But I still don’t indulge them in counterproductive strategies. I justify the reasons for everything I ask for, and we work together to accomplish their goals.

Why this works

This only works with the right kind of client and the right kind of consultant.

As the hired outside expert, I need to be sensitive and efficient in how I advise the client.

The client needs to be engaged, responsive, thoughtful, and willing to change. They also need to be willing to pay what I’m worth.

And most importantly, the goal needs to be something we both agree is important.

This is why I only work with clients I like on projects I respect.

It’s a lot easier and quicker to parachute in like an analyst. It’s a great gig.

But the relationships and results are a lot more rewarding when you’re a critical advisor. That’s why I love it.