Reader,

Last week conversations with several independent consultants highlighted a fundamental truth about consulting and our relationships with clients, partners, and well-meaning people.

Whether you’re aiming to understand a client’s perception about an underlying problem, or engaging in a robust debate about emerging AI tools with a partner, or gently redirecting well-meaning advice on where to find your ideal client, differences in perception are simply something every independent consultant needs to navigate and negotiate.

These moments, while sometimes testing, highlight the core values or why people hire consultants: strategic analytical and problem-solving abilities, strong interpersonal skills, the building of trust through clarity, and the ability to see and explain new perspectives.

I’m sure after you read it, you will see the perspective I recommend.

The Parable of the Two Salesmen

Two salespeople visited the same small town, Anysmalltown, checked into the same hotel, and started roaming the same streets.

Salesman One's Perception:

Within minutes, the first salesman found a cafe, sat down, placed his sample bag of shoes on the table, and observed the locals performing their daily routines. Based purely on immediate observation, he quickly reached a definitive conclusion.

Later that day, he sent a message to the owner that was brief and conclusive:

Salesman Two's Perception:

The second salesman took a different approach. He walked the streets, observing the townspeople and visiting small shops. Crucially, he initiated conversations, genuinely seeking to understand the people and their lives. The discussion eventually led to the shoes in his sample bag. He explained he was simply researching the need and interest for footwear, politely asking why so few people wore shoes and listening intently to their responses.

Later the same day, he sent a contrasting message:

The Difference

Both sales professionals were charged with the same task: “investigate the market potential.” Yet, they evaluated the situation entirely differently.

The first salesman based his decision solely on surface-level observation and his own internal criteria, judging the market's suitability without engagement. The second salesman used his interpersonal skills to connect, research, and gain context. He asked for help, listened for the facts and accessed what he heard. He did not attempt to sell.

Crucially, the second salesman did not try to determine if the people in the town fit his ideal client profile in a vacuum. His decision to remain was founded in his efforts to validate and obtain honest feedback from the town’s people themselves. His research and validation proved that the town’s people were not only interested but open to paying for the shoes.

There is a great saying by Wayne W. Dyer:

That is what the second salesman did. He changed the way he was looking at the people in the town.

The Takeaway: Assess, Evaluate, and Validate

This story serves as a powerful reminder of a common pitfall: failing to be analytical, to listen, and to validate the market. It’s about how accurately you determine who is the right fit for the unique value you, the consultant, offers.

Ensuring mutual understanding and fit is the path to building trusted relationships and successful consulting engagements.

To follow the second salesman’s strategic approach, periodically take the time to:

• Assess your ideal client's characteristics and behaviors.
• Evaluate where your ideal client can genuinely be found.
• Validate that your ideal client is interested in the way you serve and is open to paying you for your help.

A Final Thought on Perceptions

Finally, the parable of the two salesmen extends far beyond finding the ideal client in Anysmalltown. In today's dynamic environment, whether the differing perceptions involve the strategic use or interpretation of AI results or you and a client do not see eye-to-eye due to different perceptions, do not dismiss the friction. Instead, apply the second salesman's diligence: assess, evaluate, and validate why the differing perception. Then determine what is the right next step.

It takes work to build and maintain trust and it is the trust that helps you be seen as indispensable.

Until next week,

Laura Burford

PS: November Roundtable Discussion: AI and Consulting: How to Leverage it and Still be Indispensable - November 6th at 1:30 PM ET - Limited Seating

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Have a question? Send me an email at Laura@lauraburford.com.

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