Here we go again…. Consultants and even many PMs can often have a superior attitude and lack empathy. No one knows it all. And identifying strengths and weaknesses across the team and being inclusive, with respect given to all perspectives, is essential for effective teams. So, either the consultant brings a ‘sledgehammer to crack a nut, i.e., ‘too much’ governance or their consultative approach can often be more ‘directive’ than enabling.
That is, a client is often left in need for ongoing support and repeat help. This dependency creates an ‘upselling’ opportunity for the consultant. Which is the bread and butter of many traditional consultative business models. Teaching people to fish is at the heart of what we do.