Estimated reading time: 4 minutes
Be Your Own Consultant: Building Capability Before You Call for Help
Why organisations should develop consulting skills in-house and how to get the best out of external advisors when you need them.
I have been reading No Silver Bullet by Steve Hearsum, and it is both refreshing and provocative. Hearsum challenges the consulting industry in ways that ring true: the tendency to repackage old ideas as new, the “functional collusion” that sometimes exists between consultants and clients, and the pursuit of “land and expand” rather than solving real business problems.
It is an uncomfortable mirror for those of us who have built careers in consulting. And yet, as someone who has spent most of my time in boutique firms, I have seen a different side too. One where expertise, collaboration, and problem solving with the client genuinely sit at the heart of the work. It is not perfect, but when it is done well, it has value.
Now, as an independent consultant, my role is clear:
- Understand and listen deeply
Work alongside clients to uncover issues - Solve problems together
Build capability - Leave behind value (not dependency)
- Move on, ideally with a recommendation or case study that reflects genuine impact.
This got me thinking. What if more clients became their own consultants? What if organisations built the mindset, skills, and values internally that would allow them to diagnose and address challenges themselves, reserving external help only when it is truly needed?
Becoming Your Own Consultant: What to Build Internally
Here are some of the core capabilities and values that can help organisations take a more consulting-led approach from within:
- Curiosity and inquiry: Ask better questions and do not rush to solutions.
- Systems thinking: Understand how problems connect across the organisation rather than tackling symptoms in isolation.
- Facilitation skills: Create spaces for honest dialogue where issues can be surfaced safely.
- Critical thinking: Test assumptions, look for evidence, and avoid chasing shiny trends.
- Reflective practice: Step back regularly to ask, “What is really happening here?”
These are not just consulting skills. They are leadership skills. Developing them in-house builds resilience, grows your people, and reduces over-reliance on external voices.
When You Do Need a Consultant
Of course, there are moments when it makes sense to bring in external expertise. In my experience, you will know you need a consultant when:
- You require specialist expertise that does not exist internally
- You need a neutral perspective to cut through internal politics
- You face a capacity gap with too much to do and too little time
- You want to accelerate change with methods and insights that have worked elsewhere
Read my post on the ways in which an external professional can be engaged in an agile organisation.
How to Get the Best Out of Your Consultants
If you do engage a consultant, you will get far more value if you treat the relationship as a partnership rather than a transaction. A few tips:
- Share openly: Give them access to the real information, not just the polished version
- Build trust: Let them in on the challenges and tensions, not just the easy wins
- Agree upfront: Be clear on expectations, especially around capability building and knowledge transfer
- Plan for independence: Design the work so that your organisation is stronger and more self-sufficient by the end
And, while less exciting, do not underestimate the importance of the contractual framework. A well-structured agreement sets out confidentiality, professionalism, and deliverables. It ensures that both parties are aligned, that expectations are clear, and that there is accountability on all sides. Getting this right provides the foundation for trust and effective collaboration.
In Summary
Consultants can add real value, but they should never be a substitute for an organisation’s own curiosity, courage, and capability. By becoming your own consultant first, you not only reduce dependency but also create the conditions for more honest and impactful partnerships when you do bring someone in.
