Sales, Coaching, and Consulting. Same Difference?

In many conversations with coaches and consultants, I hear: "I'm not in sales, I'm a consultant," or "I'm a coach."  And in the same breath, I hear about how they want to grow their businesses.   

This all gets me thinking about consultants as sales leaders and sales leaders as consultants. 

In the environment we operate in today, sales leaders are much more than just managers. They are expected to be consultants, providing their expertise and guidance to their clients and teams. Similarly, consultants are expected to be sales-driven, constantly seeking new opportunities to generate revenue for their organizations.  

Let's briefly explore why sales leaders should be consultants and why consultants should be sales-driven. 

Sales Leaders as Consultants: 

Traditionally, sales leaders were focused largely on closing deals and driving revenue. But this role has evolved. Sales leaders are now expected to be consultants who can provide valuable insights to their clients, their teams, and their senior leadership. They need to have a deep understanding of their client's business, their industry, and their competitors. By understanding their client's needs, sales leaders can provide tailored solutions that meet their client's specific requirements. 

Sales leaders who act as consultants have a significant advantage over those who only focus on the sales transaction. They can build stronger relationships with their clients by becoming trusted advisors. When clients view a sales leader as a consultant, they are more likely to seek their advice and guidance on a range of business issues, not just sales. 

Consultants as Sales-Driven: 

On the other hand, consultants are typically known for their expertise in a particular industry or business area. They are brought in to provide advice and guidance on specific projects or issues.  

However, assuming they want/need to grow, consultants also need to be sales-driven. Consultants need to have a keen understanding of their clients' businesses and their pain points. By identifying areas where their clients need assistance, consultants can offer their services and generate new business opportunities. Consultants who are sales-driven are able to identify and qualify potential clients. This can lead to repeat business and referrals, which are essential for the growth of any consulting practice. 

Furthermore, consultants who are sales-driven are better able to demonstrate the value of their services to potential clients. They can articulate the benefits of their expertise and how it can help their clients achieve their goals. This is essential in a highly competitive consulting market, where clients have many options to choose from. 

In the end, successful and effective sales leaders are consultative in nature and consultants who are more sales and commercial driven will have a significant competitive advantage. 

By combining the skills of a consultant and a salesperson, professionals can set themselves apart from their competition and succeed in today's challenging business environment.