The Consultative Coach
Funny thing happens when consultants are asked how to do a thing. They (I would say we, if not for my resistance to identify as one) provide a comprehensive answer that upon review is thorough and insightful around what needs to be done, yet stops short of actually providing guidance around the how to execute or action. Here is a recent example from a McKinsey article about building a leadership factory. How to do the very things described are where the rubber meets the road, but not articulated.
A counterpoint might argue articles like this (certainly not exclusive to McKinsey, other consulting firms, or consultants across almost every industry) are simply expressions of expertise intended to start conversations with prospects. Plausible, until the engagement is 18 months in and several levels deeper on what needs to be done, but still shy of the how.
Yes, there is nuance here. The how I’m referring to is the human how. Underneath every theoretical or mechanical ‘what’ is the human that activates, operates, interacts, and engages with the ‘what’. That is the how we desperately want answered. The human how. In taking that step, we cross the consulting boundary and step into behavioral change territory. This is unfamiliar ground for the overwhelming majority of consultants, and in turn naturally reinforces this boundary.
Traditional consulting often emphasizes diagnosing organizational issues and prescribing strategic solutions, yet it frequently falls short in guiding clients through the practical implementation of these strategies. This gap is particularly evident in addressing the “human how”—the behavioral and cultural shifts necessary for successful change. As noted by OpenEye, the traditional consultancy model assumes that client information is readily accessible and comprehensible, leading to solutions that may not fully consider the complexities of human behavior and organizational culture. (OpenEye Partners)
In contrast, a ‘consultative coach’ represents an evolution in consulting by integrating deep expertise in leadership development and behavioral psychology with strategic acumen. This approach not only identifies what needs to be done but also focuses on how to achieve it by facilitating the necessary behavioral changes within the organization.
By leveraging insights from leadership development authorities like Peter Hawkins, Bob Anderson, and Pamela McLean, consultative coaches emphasize active listening, individual and team systems, and personalized guidance, enabling leaders to internalize and enact change effectively. The consultative coach shifts focus from a traditional consultant role to a more nuanced, action-oriented partnership, suggesting the unique combination of strategic acumen with behavioral insight.
Moreover, consultative coaches often possess diverse industry experience and C-level expertise, allowing them to tailor their guidance to the unique cultural and operational contexts of their clients. This holistic approach ensures that strategic recommendations are not only theoretically sound but also practically implementable, leading to more meaningful and sustainable results. As highlighted by Sullivan & Stanley, the traditional consulting approach is linear and simplistic, often failing in the implementation phase. In contrast, consultative coaching addresses the deeper, human-centered issues essential for lasting organizational change. (Sullivan Stanley)
Perhaps ‘consultative coach’ is too simple a placeholder for some. Transformative partner, change architect, impact strategist, or insight catalyst, sound more sophisticated or magical and may adorn the title of many updated LinkedIn profiles. Infinitely more important, the consultative coach bridges the gap left by traditional consulting by focusing on the human elements of change, thereby driving more meaningful and enduring outcomes for organizations.
A shift from traditional consulting to a model that combines strategic guidance with behavioral insights and actionable development plans. The how. The emphasis on both the advisory and transformative roles a contemporary consultant would be exponentially more valuable to provide.
Yes, I identify as a consultative coach in my role with Objective Strategy and its clients.
And I identify as a leadership development coach with a consultative background who serves coaching clients through my coaching company ThomasMarc & Co.
It’s exactly where I want to be, what energizes me and brings me joy, and how I feel I can serve others best.
