You can be in a position, as liaison between management and your team(s), to act as an information source in both directions, since you have the trust from all parties. You can clarify management’s directives into the larger strategic framework, so the team understands why management has set these directives. For the team, you can run interference with management that the team needs to be left without interference to complete its work, or needs a longer time-frame for delivery, or must have more support.

And you can offer the encouragement, acknowledgement and praise that is often lacking from management.

“I know you are working long evenings and your family is mad at you. I will help any way I can. And thank you.”

“Of course you should vent your frustration to me ~ I’m the outsider, you can be safe telling me.”

“I am copying you on the schedule, in case you need it… the other team didn’t understand you would need this in advance. I’ve asked them to keep you on the list in the future.”

“You did a great job. I’ll say something about it to the CEO, and at the team meeting next week. They should all understand what you contributed.”

These hidden roles are profoundly important in a consultant’s work, and can enhance the client-companies’ success. Often times, when a consultant is praised – “I couldn’t have done it without her” – it is just these subtle roles that are being complimented.

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