Professionals with a proven skills, training and a strong track record are often hired to provide expert advice.  These consultants can assist organizations in valuable ways, but there are some caveats.

Roles Based Management

Armies typically classify their officers as either line or staff.  At a very high level the two types exist to distinguish between those that manage the battles (line) and those that provide support and strategy (staff).

In the military model, line mangers are at the front line of the organizational goals.  They execute the strategy.  Their performance can be directly aligned with the organizations outcomes.

Staff managers have specific expertise and focus on doing what is needed to enable line managers to succeed .  In this context, quality of advice and support provided is the performance measure.

Usually staff managers success is not linked to that of line managers directly.  Typically the highest levels of organizational power lie with line managers.  Staff managers input is important but the decision and action falls to the line.

Back to consultants

The  work of consultants is very much, using the armys model, staff work.  It is important and necessary work but there is no accountability for results.

If the advice works, the consultants reputation is enhanced, if not they probably don’t stay in the business long.  Although over the years I have frequently seen consultants dodge the qaulity bullet.

Staff Managers in Line Management roles

One of the most frustrating experiences is when a line manager operates with a consultanting or staff managers mind set.   Although they are in a role that is intended to oversee the deliverly of strategic results, their consulting mindset is focused on advice not execution.

Typically, this leads to high turnover in that area of the organization.