The Consultant's Approach

Typically, a consultant brings industry-specific expertise and a range of ready-made solutions. They analyse the company’s operations, market position, and growth barriers, then prescribe specific actions. For instance, they might recommend restructuring the engineering team, implementing new project management systems, or revising the pricing strategy.

The consultant brings valuable external perspective, having seen similar challenges in other engineering businesses. They can identify inefficiencies in project delivery, spot gaps in service offerings, and highlight untapped market opportunities. Their deliverables often include detailed implementation plans, financial projections, and specific metrics for tracking progress.

The Coach's Approach

In contrast, a coach focuses on developing the CEO's capabilities and decision-making process. Rather than providing direct solutions, they help CEO's discover their own answers through structured questioning and reflection. A coach might help the CEO explore questions like: "What's holding you back from delegating the day-to-day running of your business?" or "How might your engineering background influence your approach to sales and marketing?"

The coaching process emphasises long-term leadership development. While consultants solve immediate problems, coaches build the CEO's capacity to handle future challenges independently. They help engineering leaders transition from technical experts to strategic business leaders.

Complementary Roles

Consider a common scenario: an engineering SME needs to scale up its operations while maintaining quality and profitability. A consultant might analyse the market, recommend optimal team structures, and design quality control processes. A coach, however, would help the CEO work through their concerns about maintaining technical excellence while stepping back from the day-to-day running of the business.

The key is to know when to use each approach. Early growth stages might benefit from a consultant's prescriptive solutions on systems and processes, while coaching develops the CEO's strategic leadership skills.

Making the Right Choice

CEO's should consider their immediate needs versus long-term development goals. If the primary challenge is implementing specific growth strategies or solving operational problems, a consultant might be the better choice.

If the focus is on developing leadership capabilities and decision-making frameworks, a coach would provide more value.

Sometimes, the best approach combines both. A consultant might help design new delivery processes while a coach supports the CEO in managing the cultural transition and team dynamics.

The Investment Perspective

Consultants typically require higher upfront investment for specific deliverables, while coaching often involves a longer-term, relationship-based engagement. However, the return on investment manifests differently – consulting through immediate operational improvements, coaching through enhanced leadership capabilities and sustainable decision-making processes.

For CEOs, understanding these distinctions is crucial. The choice between coaching and consulting shouldn't be either/or, but rather which approach best serves their current stage of development and future aspirations. 

The key is aligning the support mechanism with both immediate operational needs and long-term leadership development goals.

How I can help

I work with overstretched leaders of engineering SMEs to help them prepare their business so they can achieve profitable growth. 

As a coach I act as an objective sounding board to talk through changes, brainstorm creative solutions, anticipate setbacks, and maintain accountability until progress takes root.

If you would like to explore how I could help you, please use the link below to arrange a free 30-minute conversation.

http://tinyurl.com/HerveJardonCalendar