The right type of advice can make all the difference.

When we set our minds upon the notion of process improvement, we often recognize the need for a fresh and skilled outside perspective. Many people use the terms sensei and consultant interchangeably in this context, but this far from accurate. What are you looking for in your improvement journey? Which kind of assistance best suits your particular needs?

Everyone seems familiar with the concept of an improvement consultant. These consultants come in all varieties. Some are former employees, others are recognized subject-matter experts in given fields. Their contracts and scopes can vary greatly. Many are intended to help you solve singular problematic issues, while others have a more perpetual feel and may bring specialized training materials to bear. These consultants may be associated with firms or may be lone guns for hire. Nevertheless, there are several key distinguishing traits between improvement consultants and sensei you should be aware of.

For example, sensei belong to a stranger, more mysterious group of professionals. Unlike consultants who are hired to solve problems, the purpose of sensei is to ultimately help mature an organization. This makes their tactics radically different.  In short, consultants are paid to answer questions and solve problems. Sensei, on the other hand, are more akin to mentors, personal trainers, or coaches. Sensei don’t answer questions, they ask them…

The relationships we have with either group is stunningly different. A consultant is typically paid to solve a problem, make a recommendation or maybe provide a training service. A sensei helps to instill deep systems thinking in an individual through the use of the Socratic Method. Instead of passing valuable insight along, a sensei uses probing questions to help the student develop confidence that she has indeed considered all the options and understands the implications of each one. The sensei helps the student explore, experiment and work out solutions for themselves. The sensei often resorts to the powerful question of “Why?” after every student assertion, and when necessary can help steer the discovery conversation using questions such as “Have you considered….?” and “What would you expect to happen if…?” Consultants generate solutions. Sensei generate disciples; smaller copies of themselves.

I am fond of likening sensei to personal trainers. You start with a lofty objective and wisely recognize that you need help from someone who has EXPERIENCE achieving similar goals. You submit yourself under the authority of the personal trainer and work rigorously. The trainer does not participate in the workout - sweating alongside you - but rather offers encouragement, sage advice, and keen observation to keep you on track to complete your goals. In the end, it was you who harnessed the energy and triumphantly grasped the solution, not the trainer, though their guidance was critical to your success. 

Consultants are extremely valuable, though their purpose, their tactics, and their deliverables are very different from that of sensei. Under improvement consultants you still have access to a great wealth of both experience and skills, but typically there is more adversarial tension in the relationship because, let’s face it, if you develop these traits internally, why would you need to continue to resort to consultants in the long-term. It’s a simple matter of self-preservation.  Urgent or short-term problems might best be resolved through consultants. That’s your call.

Have you considered the old adage “Give a man a fish and he will eat for a day. Teach a man to fish and he will eat for a lifetime.”? This is the heart of the sensei. My advice for you is to thoughtfully reflect on the short-term and long-term needs of the organization. Are you just in need of a solution today or are you really in need of the ability to replicate sound, timeless principles for the long haul? An informed decision will always bring superior results.

Lean in and Lean on.