Overcoming Common Consulting Challenges

Early in my facilitation career, I made a big mistake. Spent hours crafting engaging activities and perfecting every little detail… Thinking that amazing learning design is what would make my workshops stand out and get me rehired. Some went great. Some bombed. You know the ones, sessions where: - One participant dominated the conversation. - People quietly disengaged, barely participating. - half the group visibly frustrated but not saying anything. I would push through, hoping things would course-correct. But by the end, it was a bit… meh. I knew my learning design was great so... What was I missing? Why the inconsistency between sessions? 💡I relied too much on implicit agreements. I realised that I either skipped or rushed the 'working agreements'. Treating it like a 'tick' box exercise. And it's here I needed to invest more time Other names for this: Contract, Culture or Design Alliance, etc... Now, I never start a session without setting a working agreement. And the longer I'm with the group, the longer I spend on it. 25 years of doing this. Here are my go-to Qs: 🔹 What would make this session a valuable use of your time? → This sets the north star. It ensures participants express their needs, not just my agenda. 🔹 What atmosphere do we want to create? → This sets the mood. Do they want an energising space? A reflective one? Let them decide. 🔹 What behaviours will support this? → This makes things concrete. It turns abstract hopes into tangible agreements. 🔹 How do we want to handle disagreement? → This makes it practical. Conflict isn’t the problem—how we navigate it is. ... The result? - More engaged participants. - Smoother facilitation. - Ultimately, a reputation as the go-to person for high-impact sessions. You probably already know this. But if things don't go smoothly in your session. Might be worth investing a bit more time at the start to prevent problems later on. Great facilitation doesn't just happen, It's intentional, and it's designed. ~~ ♻️ Share if this is a useful reminder ✍️ Have you ever used a working agreement in your workshops? What’s one question you always ask? Drop it in the comments!

It’s not about collecting business cards or follower counts. It’s about building bridges with people who get it - who challenge you, inspire you, and open doors you didn’t know existed. The right network doesn’t just grow your career - it expands your mindset, your confidence, and your opportunities. Here are 12 ways to build powerful, authentic connections: 1️⃣ Lead with curiosity. Ask, don’t pitch. People love being seen and heard. 2️⃣ Add value first. Share insights, introductions, or encouragement before asking for anything. 3️⃣ Show up consistently. Comment, engage, and participate where your industry hangs out. 4️⃣ Find your communities. Join professional groups, Slack channels, or niche forums. 5️⃣ Attend events strategically. Go where your next mentor, collaborator, or client might actually be. 6️⃣ Follow up. A short, thoughtful message can turn a conversation into a relationship. 7️⃣ Be generous with your expertise. Give more than you take - it builds reputation fast. 8️⃣ Don’t chase status. The best opportunities often come from peers, not big titles. 9️⃣ Stay authentic. Pretending to be someone you’re not is the fastest way to disconnect. 1️⃣0️⃣ Keep it human. Share stories, not sales pitches. 1️⃣1️⃣ Support others publicly. Celebrate others’ wins - it builds goodwill that lasts. 1️⃣2️⃣ Play the long game. Relationships compound like interest; nurture them with time. The truth? You’re one conversation away from a completely different path. Image credit: Tim Stoddart

𝐉𝐮𝐠𝐠𝐥𝐢𝐧𝐠 𝟒 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬 𝐚𝐭 𝐎𝐧𝐜𝐞? 𝐇𝐞𝐫𝐞’𝐬 𝐖𝐡𝐚𝐭 𝐈 𝐋𝐞𝐚𝐫𝐧𝐞𝐝.🎭 One month, I found myself handling 4 projects at the same time. Different deadlines. Different team members. Different expectations. At first, I thought: “I got this!” By Week 2, I was overwhelmed. 💬 Teams notifications piling up 📧 Emails left unread 📝 Deadlines creeping closer It was chaos. But here’s what I learned that helped me not just survive—but actually deliver all four projects successfully. 🔹 𝟭. 𝗡𝗼𝘁 𝗘𝘃𝗲𝗿𝘆 𝗧𝗮𝘀𝗸 𝗗𝗲𝘀𝗲𝗿𝘃𝗲𝘀 𝘁𝗵𝗲 𝗦𝗮𝗺𝗲 𝗘𝗻𝗲𝗿𝗴𝘆 I used to treat all tasks equally—huge mistake. Instead, I started prioritizing like a CEO: Impact vs. Urgency → What moves the needle the most? Tasks I can delegate vs. Tasks I MUST own 🔹 𝟮. 𝗦𝘁𝗼𝗽 𝗢𝘃𝗲𝗿𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗻𝗴. 𝗦𝘁𝗮𝗿𝘁 𝗦𝗺𝗮𝗿𝘁 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗻𝗴 Handling different teams meant tons of calls, updates, and meetings. Solution? I grouped discussions into structured updates instead of responding to every little thing. Weekly syncs → Big picture Asynchronous updates → For non-urgent matters 🔹 𝟯. 𝗧𝗶𝗺𝗲-𝗕𝗹𝗼𝗰𝗸𝗶𝗻𝗴 𝗖𝗵𝗮𝗻𝗴𝗲𝗱 𝘁𝗵𝗲 𝗚𝗮𝗺𝗲 I used to jump between projects all day. It was exhausting. Then, I started: ⏳ Morning = Deep work on Project A ⏳ Afternoon = Meetings + Project B ⏳ Evening = Reviewing & planning for tomorrow This stopped my brain from context-switching every 10 minutes. 🔹 𝟰. 𝗬𝗼𝘂𝗿 𝗖𝗮𝗹𝗲𝗻𝗱𝗮𝗿 𝗦𝗵𝗼𝘂𝗹𝗱 𝗦𝗰𝗮𝗿𝗲 𝗬𝗼𝘂 𝗮 𝗟𝗶𝘁𝘁𝗹𝗲 (𝗕𝘂𝘁 𝗡𝗼𝘁 𝗧𝗼𝗼 𝗠𝘂𝗰𝗵) I learned the power of scheduling everything. Even my ‘thinking time.’ Because if you don’t control your calendar, your calendar will control you. 📌 Lesson? Multitasking isn’t the flex. Managing your time is. You can’t give 100% to everything—but you can be 100% present in what you’re doing right now. Ever been in a situation like this? How do YOU manage multiple projects without losing your mind? Drop your best tips below! 👇 #TimeManagement #Productivity #CareerGrowth

Stuck in an endless loop of client changes? Lost track of what revision this constitutes? Yeah. Been there. Done that. The secret? It's not about saying no. It's about saying yes to the right things upfront. Every project that goes sideways starts the same way: Vague agreements. Fuzzy boundaries. Good intentions. Six weeks later you're bleeding money and everyone's frustrated. Here's my framework after 30 years of running two 8-figure businesses: The SOW is your salvation. Not some boilerplate template. A real document that covers: • Exact deliverables (not "design work" but "3 homepage concepts, 2 rounds of revisions") • Hours of operation ("We respond M-F, 9-5 PST. Weekend requests get Monday responses") • Revision rounds spelled out ("Round 1 includes up to 5 changes. Round 2 includes 3.") • Feedback cycles defined ("48-hour turnaround for client feedback or the project may be delayed or additional fees may be incurred") But here's what most people miss— Don't work on client notes immediately. Client sends 37 pieces of feedback at 11pm Friday? Producer sends conflicting notes from the CEO? Marketing wants one thing, sales wants another? Stop. Collect everything first. Resolve the conflicts. Get on the phone and discuss it with your client to get alignment. Separate the "have to haves" from the "nice to haves". Then present unified changes. "Based on all feedback received, here are the 8 changes we'll implement. This constitutes revision round 2 of 3." Watch how fast the random requests stop. No extra work that goes unappreciated. No more feelings of being taken advantage of. Communicate before the crisis, prevents the crisis from happening. "Just so you know, we're entering round 2. You have one more included. After that, it's $X per additional round." No surprises. No awkward money conversations. No resentment. Scope creep isn't a them problem. It's a you problem. And that's good news, because that means you are in control. They're not trying to take advantage. They just don't know where the boundaries are because you never drew them. Draw the lines early. Communicate them clearly. Everyone wins. What's your most painful scope creep story? What boundary would've prevented it? Small Business Builders #projectmanagement #clientmanagement #businessgrowth

I write. He edits. She approves. They present. And the client still says: “I didn’t get the point.” Welcome to consulting ,where your deck won’t save you. But your clarity will. In a 2024 Bain & Company report, 83% of consultants across strategy, risk, and healthcare roles said communication clarity was more important than technical know-how during client reviews. And a LinkedIn Global Workplace Study found that among consultants aged 22–35, “executive communication” is the #1 skill gap during performance appraisals. Whether you’re a student aiming for BCG, a business analyst at EY, or a healthcare consultant decoding diagnostics for a Tier-2 city hospital, your ability to structure, simplify, and sell your message is what sets you apart. Cheers to our 3 months Leadership Communication program delivered at Deallus for all the senior consultants. Here are my secret beans from our training program : - Minto Pyramid Principle (Think: Top-down thinking) How to use it: ➡ Start with the main recommendation or conclusion. ➡ Back it up with 2–3 grouped arguments. ➡ Use logic and hierarchy to order them. Instead of: “First we did X, then we found Y, hence we suggest Z” Say: “We recommend Z because X and Y indicate…” Bridging Technique (Especially during tough conversations) How to use it: ➡ Acknowledge the question ➡ bridge it to your message ➡ deliver your point. “That’s a valid concern. What we’ve seen across 4 client projects is…” Use this during steering committees, Q&A rounds, or when you’re cornered. Contrast for Clarity (Great for decision-making slides) How to use it: State what something is, followed by what it is not. “This is not just an app upgrade. It’s a workflow redesign that improves patient handover by 40%.” Especially in healthcare consulting — where stakeholders include doctors, government officials, and global NGOs — communication is not a luxury. It’s a lifesaving skill. If you’re leading a consulting team or preparing your analysts for client-facing roles, I design hands-on Leadership Communication Programs to help your team think, write, and speak with executive clarity. DM me or drop a comment — let’s make your team unstoppable. Btw, what’s your way of communicating well in the world of corporate. #training #communication

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

Facilitate with finesse! Facilitating interactions, such as meetings, panels, and important conversations, is critical to success both in business and in life. Facilitation, when done well, can catalyze collaboration, increase learning, and bring people closer together. In my latest Stanford University Graduate School of Business video, you will learn the "5 P's of Effective Facilitation" that I teach my Essentials of Strategic Communication students. You can access the video via the link in the comments. Plan for Patterns: Facilitators need to rely on pattern recognition – the ability to notice the interconnected ways participants communicate. We can hone our pattern recognition by doing recon, reflection, and research in advance. We can ask ourselves: What topics are likely to come up? Is there a history to be aware of? Who likes to share and who is shy? Provide a clear Purpose: Defining and communicating our purpose -- what do we want our participants to know, keel, and do-- at the beginning of our communication helps align participants, prioritize what is said, and allows us to assess success at the end. Promise Psychological safety: Establishing and enforcing ground rules helps with this psychological safety. Setting these expectations early in the interaction or through a calendar invite in advance can help jump start interactions. Being sensitive to equity of involvement is also critical, especially when some participants may be in person and others are remote. To highlight participation equity, start conversations by referring to those who are not in the same location as you. Establish a positive Presence. By using inclusive language, we can invite participants and audience members into the conversation. Examples of inclusive phrases might be: When posing a topic: “As many of you know…” or when asking a question: “Many of us are wondering…”. You can also take a poll or invoke a shared experience everyone has previously had. Physical presence is also important for facilitation. Positioning yourself so everyone can see you and remaining open to the majority of people helps people feel involved. When gesturing, do so broadly and gesture toward the audience when you use inclusive phrases. Paraphrase ideas: Like a Swiss Army knife, paraphrasing can help you with many challenging tasks. Paraphrasing refers to taking a key concept or idea someone has said and highlighting it. Unlike a 5-year old who parrots back everything that is said, paraphrasing extracts the key essence of what is said and leverages it to solve communication conundrums. By utilizing these tools, you will be able to run better meetings, have more engaging panels, and connect better in your conversations. To learn more about honing and developing communication skills, please listen to Think Fast, Talk Smart the podcast wherever you get podcasts including YouTube. A big thank you to Kelsey Doyle and Marc Strong for producing this video.

What I’d tell my younger self on Day 1 of consulting (after 25 years in the game) If I could go back, this is what I’d tell myself on day one. Not to work harder. But to play the game better. Here’s the playbook I wish I had: 1. Take hard projects early and often. Your first years aren’t about being comfortable. They’re about becoming sharp. Don’t waste your learning curve on client management, PMO, or “fluff” work. Don´t chase your passion. There will be plenty of time for that. Do the due diligences, the pricing wars, and the market entries with zero data. Run toward the fire. Get stressed. Fix chaos. And don’t just do one type of project; chase range. You want to build judgment across industries, functions, and geographies. The goal? Live your first 24 months with war stories, scars, and a reputation: “This one figures it out. Under pressure. Every time.” 2. Get close to staffing. Very close. Staffing isn’t admin; it’s power. They control where you go, who you work with, and what you learn. Most juniors ignore them. Big mistake. Keep them updated. Ask what’s coming. Make their life easy, and they’ll protect you when it matters most. I’ve seen careers fast-tracked because someone at staffing quietly said, “You should put her on this one.” 3. Be the one they call when things get messy. You don’t want to be “the expert in margin trees for Chilean telcos.” You want to be the one who figures it out, no matter what. Let others play the specialist game. You play the game of trust. The goal is simple: When a partner says, “We’ve got a tough case, short timeline, nervous client”… Your name should come up. 4. Build your tribe. The people you meet in consulting will shape your career; and your life. Build real relationships. Find the associate who challenges you.The manager who teaches you. The partner who has your back. Consulting is brutal if you’re alone. It’s unbeatable if you’ve got people in your corner. 5. Take care of your damn body. Too many consultants make €10K/month… and eat like interns. Zero sleep. Uber Eats. No exercise. It’s a joke. 8kg more in their first 18 months. You only get one body. Respect it. Lift. Run. Sleep. Eat like an adult. You’ll be sharper, faster, and calmer, and you’ll outlast everyone else. Bottom line: Consulting will shape how you think for life. But it will also test who you are. Play it right, and you’ll leave with skills no one can take from you. Play it wrong, and it’ll burn you out before you even get good.

Your first words can make or break your presentation. Here are 12 ways to introduce your idea powerfully: 1. Start with a myth-busting question: Example:  Take a common myth related to your industry. Ask: "How many of you believe this is true?" Then say: “I’m here to bust this myth!” 2. Quote a thought leader to “borrow” authority: Example: "Steve Jobs once said, 'Innovation distinguishes between a leader and a follower.'" 3. Share a surprising statistic to hook the audience: Example: "Did you know that 90% of the data in the world today was created in the last two years alone?" Bonus: To enhance impact, repeat the number afterwards (e.g. “90%!”) 4. Tell a story to connect emotionally. Example: "Let me tell you about a little girl who changed her community with a simple idea." 5. Show a captivating visual to spark conversation. Example: "This is what the future might look like" Bonus: If you used AI to create the image, credit it. 6. Ask a question the audience relates to. Example: "By a show of hands, how many of you have experienced this issue personally?" 7. Use humor to lighten the mood. Example: Use a relevant joke or funny observation about the topic or industry. Watch-out: Don’t use a clichéd joke and expect the audience to laugh. 8. State a bold claim to challenge assumptions. Example: "I'm here to tell you that the traditional schooling system is failing our students today." 9. Play an audio clip to engage the senses. Example: "Listen to this sound—it's the rate of a heart beating in a high-stress situation." 10. Begin with historical context for background. Example: "Back in 1920, this technology was just a wild idea—today, it's a reality that's changing everything." Watch-out: Don’t use a long, boring historical fact. 11. Present a problem to highlight a need. Example: "What if I told you 70% of our project failures stem from a single overlooked factor?" 12. Use a prop to help visualize concepts. Example: "This ordinary-looking pen has a story that might just change how you view writing forever." A powerful starter makes a great first impression. And creates momentum to spark off your talk. Remember: Fortune favors the prepared. So save this- it'll come in handy before your next presentation. Want to impress the next time you speak? Follow Nausheen I. Chen to never miss a tip. P.S. Which starter will you pick?

Many amazing presenters fall into the trap of believing their data will speak for itself. But it never does… Our brains aren't spreadsheets, they're story processors. You may understand the importance of your data, but don't assume others do too. The truth is, data alone doesn't persuade…but the impact it has on your audience's lives does. Your job is to tell that story in your presentation. Here are a few steps to help transform your data into a story: 1. Formulate your Data Point of View. Your "DataPOV" is the big idea that all your data supports. It's not a finding; it's a clear recommendation based on what the data is telling you. Instead of "Our turnover rate increased 15% this quarter," your DataPOV might be "We need to invest $200K in management training because exit interviews show poor leadership is causing $1.2M in turnover costs." This becomes the north star for every slide, chart, and talking point. 2. Turn your DataPOV into a narrative arc. Build a complete story structure that moves from "what is" to "what could be." Open with current reality (supported by your data), build tension by showing what's at stake if nothing changes, then resolve with your recommended action. Every data point should advance this narrative, not just exist as isolated information. 3. Know your audience's decision-making role. Tailor your story based on whether your audience is a decision-maker, influencer, or implementer. Executives want clear implications and next steps. Match your storytelling pattern to their role and what you need from them. 4. Humanize your data. Behind every data point is a person with hopes, challenges, and aspirations. Instead of saying "60% of users requested this feature," share how specific individuals are struggling without it. The difference between being heard and being remembered comes down to this simple shift from stats to stories. Next time you're preparing to present data, ask yourself: "Is this just a data dump, or am I guiding my audience toward a new way of thinking?" #DataStorytelling #LeadershipCommunication #CommunicationSkills