The Trust Deficit in Consulting: How Humble Inquiry Can Bridge the Gap

Consultants often face a paradox in their professional lives: despite being hired for their expertise and outside perspective, they frequently encounter scepticism and mistrust from the very clients they aim to help. This trust deficit can undermine the effectiveness of their work and create barriers to meaningful change. It can even prevent consultants being hired. So, why are consultants often not trusted, and how can the concept of Humble Inquiry, introduced by Edgar Schein, make a difference?

The Trust Deficit: Understanding the Scepticism

1. Perception of Arrogance and Outsider Status

Consultants are often viewed as outsiders who swoop in with a sense of superiority, diagnosing problems and prescribing solutions without truly understanding the intricacies of the organisation. This perception of arrogance can alienate employees and create resistance to their recommendations.

Additionally, the lack of internal context and the transient nature of consulting engagements contribute to the view that consultants are not fully invested in the long-term success of the organisation.

2. High Costs and Questionable ROI

Organisations invest significant sums in hiring consultants, leading to high expectations for tangible results. When the outcomes are perceived as vague or the impact is not immediately visible, clients may question the value of the consultancy services. The high cost, coupled with the uncertainty of return on investment, breeds scepticism about whether consultants are genuinely beneficial or merely a financial drain.

3. Past Negative Experiences

Many organisations have had prior engagements with consultants that did not meet their expectations. These negative experiences can taint their perception of all consultants, making it challenging for new consultants to establish trust. The residue of past disappointments looms large, influencing current attitudes and interactions.

4. Conflict of Interests

Sometimes, the motives of consultants are questioned, particularly when they are perceived to have a conflict of interest. For instance, consultants may be suspected of promoting certain solutions, technologies, or practices that benefit them more than the client. This perceived self-interest erodes trust and raises doubts about the consultant’s recommendations.

It is hardly surprising that often consulting engagements are viewed as expensive, with poor ROI and a perception of a self-serving process. But does it have to be this way? Arguably, some consulting practices let clients down and the poor reputation is deserved!

The Power of Humble Inquiry

Edgar Schein’s concept of Humble Inquiry offers a powerful antidote to the trust issues plaguing the consulting industry. Humble Inquiry is the art of asking questions to which you do not already know the answer, encouraging genuine curiosity and fostering open, trusting relationships.

1. Building Authentic Relationships

Humble Inquiry emphasises the importance of genuine curiosity and respect in interactions. By asking thoughtful, open-ended questions, consultants can demonstrate a willingness to listen and learn from the client. This approach helps build authentic relationships based on mutual respect, reducing the perception of arrogance and fostering trust.

2. Deep Understanding of the Client’s Context

Instead of imposing preconceived solutions, consultants who practice Humble Inquiry take the time to understand the unique context and challenges of the organisation. This deep understanding allows them to tailor their recommendations to the specific needs and circumstances of the client, increasing the likelihood of successful implementation and client satisfaction.

3. Encouraging Collaboration and Co-Creation

Humble Inquiry promotes a collaborative approach, where consultants work alongside clients to co-create solutions. This partnership model empowers clients, making them feel valued and involved in the process. When clients see that their input is respected and integral to the solution, their trust in the consultant grows.

4. Enhancing Engagement and Ownership

When consultants engage in Humble Inquiry, they encourage clients to take ownership of the change process. By involving clients in identifying problems and developing solutions, consultants foster a sense of ownership and accountability. This engagement increases the likelihood of sustained change and positive outcomes, as clients are more committed to implementing solutions they helped create.

Practical Steps to Implement Humble Inquiry

You should expect your consultant to follow these steps as they work through the Humble Inquiry stages.

1. Ask Open-Ended Questions

Consultants should focus on asking open-ended questions that invite clients to share their perspectives and insights. Questions like “Can you help me understand your biggest challenges in this area?” or “What do you think might be the root cause of this issue?” encourage dialogue and reveal valuable information.

2. Be your Committed Listener

Committed listening is crucial in practicing Humble Inquiry. Consultants should listen attentively from a place of your commitment nit their own: hear the client’s responses for the context of what the client is looking to accomplish. Your consultant should ask questions for clarity, model empathy and understanding. This means avoiding interruptions, acknowledging the client’s concerns, and summarising their points to ensure accurate comprehension.

3. Show Genuine Curiosity

Consultants need to approach each interaction with genuine curiosity, rather than a preconceived agenda. This involves being open to new information and willing to adaptive in their understanding based on what the client shares. Demonstrating curiosity helps build rapport and trust.

4. Foster a Safe Environment

Creating a safe environment where clients feel comfortable sharing candidly is essential. Consultants should ensure that their questions and demeanour are non-judgmental, encouraging clients to express their thoughts and concerns without fear of criticism or repercussion.

5. Reflect and Validate

After gathering information through Humble Inquiry, consultants should reflect on what they have learned and validate the client’s experiences. This validation shows clients that their input is valued and reinforces the consultant’s commitment to understanding and addressing their needs.

Final Thoughts

The trust deficit in consulting is a significant barrier to effective client engagements. However, by embracing Edgar Schein’s concept of Humble Inquiry, consultants can build stronger, more trusting relationships with their clients.

Through genuine curiosity, active listening, and collaborative problem-solving, consultants can overcome scepticism and demonstrate their true value. In doing so, they not only enhance their credibility but also pave the way for more impactful and sustainable change within organisations.