Clients of management consultants have often lamented that consultants often borrowed their watches to tell the time. How true is that?

My NEW book: 'What Clients Don't Tell Management Consultants' detail and explain this misconception.

Basically, clients often have high expectations from a total stranger who has just literally walked in from the proverbial street.

If the client holds back vital information to enable a thorough understanding of their situation, they can expect an incomplete diagnosis.

Debilitating politics often prevail in many companies. Is everyone in favour of outside intervention, even if it is for the common good? Is the current leader capable, listens well and has a clear vision for his firm?

Hence, the success of any consulting assignment depends heavily on the relationship between client and consultant. There has to be a high level of trust and mutual respect. The consultant has to get beneath the sometimes 'thick' skin of the client(s) for maximum effectiveness.