My clients will tell you that leaders of an organization are often the loneliest people. Lonely in that as the chief strategist, people champion and decision maker, they are faced with complex and not always clear choices to make regarding the work, team, clients and impact.
It is a surprise to no one that leaders of successful organizations depend on outside expertise to support success. While employees and board directors are essential to both strategy and execution, outside support can provide specific insights and skills not available to those on “the inside.” And yet getting the right external support is not always easy.
Do you need a coach, consultant or advisor or all three?
Individuals serving as coaches, consultants and advisors might serve in one, two or all three roles. They might practice individually or as part of a team. They can be “in-house” - or not - specialize in an industry, a role or approach. With so many options on expertise, leaders are faced with a key question. Knowing how to best use and integrate the different types of external support can significantly enhance internal leadership, problem solving and performance across an organization. The right kind of expertise can be transformative.
The Consultant - A consultant provides a set of specialist skills in service of a company or organization. In addition to expertise, consultants often bring a valuable outside perspective and experience working with similar organizations. This “breadth and depth” of both experience and expertise is what many clients truly value. Consultants can be embedded, serving a specific role for as long as needed (ie accounting), or project-based and time-bound (ie strategic planning or organizational development). While large firms train their own consultants, solo practitioners are often focused on an area of expertise from years of experience. There is no particular certification for a consultant, though individual consultants may be certified in their particular area of expertise (ie, a Salesforce or accounting certificate).
The Advisor - An expert in their subject matter, the advisor serves as a sounding board and thought partner, offering expert insights and ideas as part of a discerning or decision making process. Many leaders may have informal advisors, a “kitchen cabinet” to whom they turn for specific advice and recommendations on areas they have authority but may need more information. Paid formal advisors could include financial advisors, lawyers or even consultants who work closely with an executive - as opposed to an organization - helping leaders to make the best decisions. Mentors are a type of advisor, but one focused on developing emerging talent. There is no certification for an advisor, though like consultants, they may have certifications and degrees in their particular area of expertise.
The Coach - The coach is an expert in asking questions that help clients generate their own approach and solutions to a particular challenge. While a coach may have an area of focus, their expertise as a coach is in the ability to ask questions that build a client’s internal capacity to discern, decide and grow. For example, a CEO may use a coach to help deepen their clarity and communication during a time of change; a new manager may use a coach to test and practice new skills, or a team may employ a coach for individual and team-wide support in developing closer connections or tackling new challenges. Coaches can be certified in a program (I am certified as a Gallup CliftsonStrengths coach) and also by the International Coaching Federation, which assesses the importance of confidentiality, the fundamentals of successful coaching, and deep listening techniques. Coaching is a great option for professionals who wish to deeply explore their own abilities and be challenged, supported and developed so they can better lead, serve and collaborate with others.
Need | Consultant | Advisor | Coach |
Make a decision. | Provide key information | Provide expertise | Support insights, provide practice |
Recruit staff, extend capacity. | Provide specialized or embedded support. | Help identify gaps and needs. Make referrals. | Develop and grow talent, support culture. |
Improve leadership or management style and skills. | Provide training, best practices. | Serve as a mentor. | Facilitate reflection and support growth. |
Thought partner on strategy. | Provide research and best practices. | Ask questions, provide expertise. | Develop clarity, deepen your own capacity and communication. |
Develop strategic plan or approach | Facilitate stakeholders, do research, develop plans. | Identify gaps, make introductions. | Align talents with change, questions that prompt reflection. |
Learn a new skill. | Provide training. | Help Identify needed skills. Informal practice. | Practice skill, align with other talents. |
Additional Types of Support - In addition to the above, there are also mentors, trainers and facilitators. Mentors provide informal professional guidance and may also serve as a sounding board or give access to networks. Trainers may be engaged to provide a cemetery specific curriculum, typically for a team or entire organization. And facilitators may serve as consultants, but have a focus on ensuring those in an organization can all participate in meetings.
Understanding the differences between consultant, advisor and coach alone may not help you make a decision, especially during a time of change.
What kind of support have you find helpful?
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