Why consultants aren’t developing new business

In a previous video, management psychologist Nick Shannon highlighted that personality type does not predict success in sales, especially in high-value, complex services like consultancy.

Success in business development requires consultants to know what to do, how to do it, and have the desire to engage in it. Despite the potential for most consultants to actively participate in sales, many do not.

This can be attributed to two main restraining forces in the form of misconceptions about business development and selling.

Firstly, consultants often resist selling because they do not want to be perceived as stereotypical salespeople, whom they view as pushy and intrusive. This negative perception stems from their experiences with poor sales practices.

Good selling, in contrast, feels like a normal, unnoticeable conversation, but bad selling stands out and leaves a lasting negative impression. This leads consultants to avoid sales to maintain their professional image.

Secondly, consultants misunderstand what effective selling entails, especially within existing client relationships. They often equate selling with pitching, which can feel disruptive and risk damaging the trust they have built with clients.

For instance, abruptly switching to a sales pitch can undermine the transparency and trust in a well-established relationship.

To address these issues, it is crucial to clarify for consultants what a business development conversation should look like in a professional setting. Demonstrating effective sales techniques and helping them experience positive business development interactions can reduce these restraining forces.

Future videos will focus on what consultants should do to prepare for these conversations and guiding them on what to do during them.