You are a consultant. The CEO also happens to be the chief salesperson and the head of operations. The company has grown but is actually hampered by this because they do not delegate. They come to you to tackle a problem that would be easily resolved if they were to analyze the way they do things.
They are not thinking about what they’re doing now, what they have done so far, and what they want to do. That’s your job. They just want to see results.
Have you ever been on autopilot driving and missed your exit, or took the same route you always do when you were trying to go somewhere else? You’re not present; you’re going through the motions. This is their experience. In this scene, identify the owner and the consultant. Sounds like a no-brainer, but it does require some reflection to get the job done. Your role as consultant is to guide them towards their vision of success with your knowledge, contacts and experience. You know the owner’s process wastes resources. Things need to change, or the business will suffer as a whole.
What can you do? You can justify the current situation. Acknowledge that the old way does work, but it won’t forever. Allow room for a fresh perspective. Outline hypothetical scenarios that incorporate how the old way worked, and continue to play out the scene, using the three principles as the scene unfolds itself. More often than not, the business-oriented scenes go quickly to a logical and amicable conclusion filled with new, different ideas to work towards the goal. The business’s interpersonal relationships can look forward to exploring other aspects, having honored the past.