What do I believe I do !

What do I believe I do!


I love to coach not just consult. I like to inspire not just motivate. What is the difference?
Perhaps it stems from the fundamental premise that I have a purposeful practice and not a business.

What do I believe I do!

I do not like to consult.

There are many phrases that describe a consultant, some respectful and some in lighter vain. I see myself as a coach and here are how the two roles differ in my mind.

A Consultant A Coach
Solves Client’s problemBuilds client’s competency to solve the problem
Maintains a transactional relationship,
over a finite duration of the task,
with a defined deliverable and closure
Builds an empathic relationship,
that is longer lasting,
with no pre-defined end point
Provides a tangible and visible Outcome
with explicit solution
Provides an intangible and invisible outcome,
with implicit competency
Is expected to be more competent than the client
on the transactional engagement
Is expected to make the client more competent
than what the client believes possible
Protects his/her skills, tools, and tricks as IPShares his/her skills to develop the client
Is vested in the task outcomeIs vested in client success
Controls the solution speedPermits the client to control the developmental pace
Is good for solving a problem Is good for building the skills to solve a class of problems

I must admit that I sometimes struggle to develop a good connection with many clients who are only used to working with contractors and vendors. But once leaders understand that good coaches push hard for a good reason, it becomes easy. There are times when I am wrong, and we all have a learning moment.

I do not like to Motivate.

Too often, managers and consultants are focused on motivating their people and teams to do something. Well, it works. However, I have been fortunate enough to work in environments where the need for influence without authority was the norm. And that led to an appreciation of the term ‘inspiring’.  Inspiration lasts beyond jobs, and titles.

Motivation Inspiration
Is an external pull to perform & accomplish Is an internal drive or urge to pursue
Pulls you towards a goal or an objective Drives you towards a purpose
Provides generally visible & tangible rewards Provides generally invisible & intangible rewards
Aligns you with management styles and metrics Aligns you with leadership attitude and outcomes
Is good for improving productivity Is required to foster innovation

I do not run a business.

Just because I have a registered legal business entity, does not imply that I run a business.

A business sells a product or service, and its marketing and focus is typically more directed at that commodity being sold (product or service).  It has a management structure because it is aimed more at sales than billable hours. There is a myriad of pricing models, but a business (as I’m using the term here) is more likely to charge and collect in advance for the product or service being sold.

A practice is where individuals provide services, professional or otherwise, to clients. A practice typically bills for services at or after the time they are rendered. The key to a practice is the reputation and competency of the individuals providing the services.

Business must focus on financial gains as a key performance indicator. A practice serves a purpose usually social or professional, with financial metrics as enablers for sustainable continuation.

The two need different mindsets, different trainings, and different business models.
I choose to run a practice.

In Summary,

I like to practice purposeful innovation coaching, rather than innovation consulting business.

If you like this blog post, you will like my book “Inspiring Next Innovation Mindset” available on Amazon

If you wish to engage with me in a conversation on innovation mindset, please register for online session scheduled for April 1 2021 at 9AM ET co-hosted by Nerac.