At different times and in different environments, the same consultant needs to perform different roles for the good of their client. Sometimes this is several roles at once. The most successful consultants can adapt their behaviour to what the situation demands at that precise time.

It may help to visualise these roles across a spectrum from one extreme point on a scale, where the emphasis is on the client to be the active party in the engagement (consultant as Supporter), to the other, where the consultant is the key driver (consultant as Leader).

Supporter

The role of a consultant is to provide support and guidance to their client. They act as a sounding board, allowing the client to express their concerns and feelings while providing reassurance that they are being heard. The consultant also provides encouragement and confidence in the process so that the client can stay motivated and focused on achieving their goals. This can include giving advice, offering constructive criticism, or simply providing a sense of validation for whatever path the client chooses to take.

Coach

The role of a consultant is to provide support and guidance to their client. They act as a sounding board, allowing the client to express their concerns and feelings while providing reassurance that they are being heard. The consultant also provides encouragement and confidence in the process so that the client can stay motivated and focused on achieving their goals. This can include giving advice, offering constructive criticism, or simply providing a sense of validation for whatever path the client chooses to take.

Expert

As an expert, the consultant starts to become more visible and has a greater opportunity to begin exerting influence and persuasion in order to bring about meaningful change within the organisation. By leveraging their expertise in certain areas, consultants can provide valuable insight and advice which leaders can use as guidance for decision-making. Furthermore, they may even be called upon to provide support during key stages of strategic planning or organisational restructuring processes. In any case, the consultant’s role is essential in helping organisations reach new heights of success through thoughtful analysis and effective advice.

Change Seed

As a change seed, the consultant’s role becomes more explicit and clear. The client will sponsor or direct the consultant to perform specific activities that are designed to accelerate change within their organisation. These activities may include but are not limited to facilitating group discussions, conducting research on industry trends, leading workshops and seminars, creating resources such as documents or presentations, implementing processes or systems that support long-term change initiatives, providing advice and feedback on strategic decisions related to organizational transformation efforts, and identifying areas for improvement in order to develop new strategies for success.

Pair of Hands

The role of a pair of hands consultant is to take an active role in creating the solution and become fully integrated into the project or change team. This type of augmentation requires consultants to provide assistance with tasks such as ensuring successful completion of projects, implementation of changes and efficient execution. In some cases, this may be the typical role for consultants who are specialized in providing these types of services. Additionally, they can help manage teams by providing guidance on how best to complete tasks and ensure that all aspects are properly taken care of.

Leader

The consultant’s role as a leader goes beyond their traditional roles and responsibilities. They serve almost as an extension of the client’s management team, taking on responsibility for areas, business, outcomes or successful initiatives. . Although it is not common practice for consultants to act in such a capacity, some may choose this path if they believe that it will benefit their clients’ interests by providing them with the extra support they need. It is .however important to take into consideration whether to accept this additional accountability before making such a decision and committing to it.