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Often times, consultants can “over-consult” and recommend processes or major overhauls that aren’t necessarily needed.

At one point this past week, I was awake for 40 ½ hours straight largely because of a commitment I made to a consulting client. The result of my effort was a meeting on Friday where I was able to provide some simple adjustments that could increase the effectiveness of the communication of strategy and vision within the plant. What I offered was not earth-shattering or ground-breaking processes. Rather, I offered insight and clarity to a company that needed it. My investment of time could have motivated me to “over-consult” but I pride myself of doing only what is needed. Further, the more complicated the recommendation of the consultant, the less likely the client will actually implement it.