When a business consultant with a poor track record senses an opportunity where a company could potentially make money for them, they may take several actions to capitalize on that opportunity, even if their past results haven’t been stellar.
Some of the common tactics they might use include:
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Over-Promising and Then Under-Delivering: They may make bold promises about the company’s potential to grow or improve, exaggerating the effectiveness of their solutions. By framing themselves as the key to unlocking the business’s success, they try to secure a contract or partnership, even if they lack the proven ability to deliver. The key is about getting the client to buy into your
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Cherry-Picking Success Stories: Consultants with a poor track record might highlight past successes or isolated instances where their advice led to improvement, even if those instances were exceptions rather than the rule. By focusing on these rare wins, they attempt to build credibility and entice the company into trusting their expertise.
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Focus on High-Impact Areas: Sensing an opportunity, the consultant may target specific areas where they believe the company could achieve immediate, noticeable results (even if it’s just a small win). By delivering some quick, visible improvements, they aim to establish trust and lock in a longer-term relationship, all while downplaying the bigger challenges ahead.
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Undue Optimism and Aggressive Pitching: They may latch onto the idea that the business is poised for growth and aggressively pitch their services, using optimistic language and highlighting the potential rewards. This could make the business owner feel like they can’t miss out on an opportunity for growth and success.
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Discounting or Offering “Special” Deals: Knowing that their past results might not inspire confidence, the consultant may offer discounts or special deals to sweeten the offer. This could make the business owner feel like they are getting a good deal or that the consultant is invested in helping them succeed.
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Leveraging Weaknesses or Gaps: If the consultant perceives any gaps or weaknesses in the company, they might focus on those and promise to solve them, positioning themselves as the only one capable of fixing these problems. This creates a sense of dependency, making it harder for the company to say no.
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Shifting Blame for Past Failures: If questioned about their previous poor track record, the consultant may deflect blame by attributing past failures to external factors, such as clients not implementing recommendations correctly or market conditions being unfavorable. This allows them to avoid taking responsibility and sets up the narrative that this time will be different.
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Create a Sense of Urgency: Consultants with a poor track record might try to create a sense of urgency, suggesting that the company is on the verge of missing out on a golden opportunity if they don’t act quickly. This pushes the business owner to make a decision without taking the time to fully assess the risks or past performance of the consultant.
In essence, these consultants rely on tactics that manipulate emotions and perceptions to win over a company that might be unaware of their past shortcomings. They are more focused on securing a deal than proving long-term effectiveness. It’s a sales-driven approach where the consultant works to gain trust and commitment quickly, often without addressing the broader track record of success or failure.
Such consultants might also control or manipulate the narrative for several reasons, often tied to business motives and the way they position themselves in relation to their clients. Here are some reasons why this happens:
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Positioning as Experts: Consultants often work to establish themselves as the “authority” or expert in a particular field. By controlling the narrative, they create an image of themselves as indispensable, making it harder for clients to question their strategies or advice. This positions them as the sole source of solutions, reinforcing their value.
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Creating Dependency: By framing themselves as the key to success, consultants can make clients feel dependent on their guidance. If clients believe the consultant is the only one who can provide the answers, they are more likely to continue using their services. This also keeps the consultant in a position of power over the client.
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Overcoming Skepticism: Many business owners may be skeptical about the effectiveness of consulting services. Consultants can manipulate the narrative by emphasizing their past successes or downplaying challenges, which may create the perception that their methods are foolproof, thus overcoming doubts and getting the client to sign on.
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Controlling Expectations: Consultants often manage the expectations of clients by framing challenges in a way that makes success seem more attainable. They might downplay potential obstacles or risks, focusing instead on the benefits. This can create a narrative that aligns with the client’s hopes and desires, rather than a realistic view of what’s possible.
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Deflecting Blame: If things don’t go as planned, consultants may control the narrative to avoid blame. They can attribute failures to factors outside of their control, such as a lack of cooperation from the business owner, market conditions, or unforeseen challenges, making it harder for clients to hold them accountable for results.
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Justifying Costs: By controlling the narrative, consultants can better justify their fees, emphasizing how their expertise leads to improvements, growth, or strategic advantages. They may also create a sense of urgency around the solutions they offer, which can make clients feel they need to invest to avoid missing out.
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Confidentiality and “Proprietary Knowledge”: Some consultants use a language of proprietary methods or trade secrets to make their services feel more exclusive or advanced. This narrative can make clients believe they’re accessing insider knowledge that can’t be easily replicated, solidifying the consultant’s position as a critical resource.
In short, controlling the narrative helps consultants to build their reputation, keep clients dependent, and maintain a competitive edge. It’s a way to manage perceptions and ensure that clients feel like they’re getting valuable insights that no one else can provide.
Do you recognise anyone like this sniffing around you ?
Photo by Ben Wicks
