My mission statement: how I work

If you want to implement changes in your company, why do you hire consultants? Can’t you do it on your own? Let’s face it. Consultants come from outside. They are not part of the company. They don’t know anyone there and don’t take into account existing networks of friends and colleagues. It is this distance – so they say – that allows consultants in their dark suits to tell the naked truth relentlessly and to enforce drastic changes uncompromisingly.

I am not saying that this is wrong. This point of view has its justification, and I leave it to anyone who proceeds in this way. It’s just not my point of view. Yes, I admit that there are situations in which cool distance and a rational, unemotional strategy development is correct. For example, when it is 5 minutes to 12 and so-called collateral damage is considered unavoidable in the change process. But I am not involved in these projects.

I am not called in at the very last minute, when it is almost too late. I come into companies when there are increasing signs that marketing is not working efficiently, when campaigns are not taking off, when the competition is noticeably better at performing on the market, when the brand needs to be updated.

And I am absolutely convinced that when it comes to these kinds of tasks, you should not act as an external party. In my 20 years of experience as a freelance consultant, I have learned that an artificial distance can do more harm than good. On the contrary, you should do everything you can to build trust.

Why? The employees in marketing, in related areas, the people in sales, customer service, they all have such valuable knowledge that, in my opinion, it is highly risky not to fully involve them in analysis, decision-making and implementation. But, don’t get me wrong: I’m not saying that you should listen to the opinions of all stakeholders, that you should take everything into account and reconcile it. All you get out of that is a happy-clappy, lazy compromise. But everyone must be heard. Everyone must be able to express their thoughts freely. No one who has information in their head that could be crucially important for better marketing or a more successful brand must be allowed to keep it to themselves. The stakeholders hold an infinitely valuable treasure trove, even if it’s only to understand why something is NOT working. As a consultant, I need to be given the mindset, the modus operandi, the soul of a department, a brand and a company without any filtering. This is more valuable than all the KPIs, customer surveys and analytics put together.

To do this, I need the trust of the employees. Artificial distance is not the answer. That’s why I address the stakeholders informally if they feel comfortable with it. That’s why I don’t put on a suit when everyone else is wearing T-shirts. Because I don’t need this kind of demarcation, in my opinion it’s also a sign of superficiality where substance is important. I am also not measured by the scope and style of my presentations, even though I am told that I always prepare them in a very graphically appealing way. What is important is the content and the result. That is what I am judged by. And that is why I am very happy when most of my clients see me more often than just for a one-off project. This is a nice confirmation for me that the trusting business relationship has shown lasting success. And that they want to build on the results when further tasks arise. And there will be more, because aligning the company with the market is never complete.

How does that sound to you? Are we on the same page? And are there things in your company that I can help you with? That I can make my mission? Then click on the red “i” symbol on the right and use the tool to book a half-hour appointment, free of charge for the initial consultation.