Admittedly, the subtitle is not meant quite so seriously, but there is a grain of truth or basis for discussion in it. Why is that?
Well, let's look at the terms and try to discern a definition. What are the differences and why is one possibly better suited for your own company than the other?
- Consulting: This is the term we are now having the most difficulty with. Actually, there must be very specific, defense-intensive, well-founded knowledge here, that Berater:innen the respective clientele satisfactorily umsorgen. Actually it is very clear problem definitions, which it applies to convert. For the achievements there is appropriate payment. Performance (or let's say "action") for a fee. It is mostly strange that the orders are of a rather short-term nature - clearly outlined by a project, so to speak. Starting point / end point - the development of the customer is not the top priority and a bond with the customer is rather secondary and arises selectively. In the end it is purely about offering the specific knowledge.
- Coaching: Here it is also about methodical or technical knowledge, which is imparted to the client. But in the foreground is the help for self-help. Actually, the client is given clues for reflection in exercises, which in turn should help him to develop himself further. A fundamental difference here is already alone the clear goal of the advancement. Here, too, the cooperation is often defined with a clear end (depending on the goal), but the client has ultimately taken himself to a new level. The trainer in the sports environment probably makes it clearest, promote and challenge within the framework of existing talents and support these strengths and work on the weaknesses.
- (Business) Sparring: We prefer and offer this form! Why, because in consulting and coaching somehow always a teacher-pupil relationship is assumed. One person is supposed to know better, the other is supposed to learn. In sparring, however, the quintessence of the previous disciplines is gained, namely specific knowledge and methodical approach, combined with a kind of moderation or mediation role. It is not about lecturing, but working at eye level and receiving ideas from the customer, mirroring experience values and jointly identifying action measures, goals or strategies. In addition, a role change is possible in sparring, e.g. consciously stepping out of the expert role and being a critic, being an active listener, the much-cited view from the outside.
All the same, it doesn't matter what the customer takes! Not at all, because anyone can become a consultant and coach if they have the right certifications, the right employer or if they meet the academic requirements. In sparring you need people who have already mastered the challenges, who may have made mistakes themselves and learned from them. Basically, in a certain field, the sparring partner should be on a par with the customer in terms of knowledge and bring in important perspectives on strategies and decisions in advance.
At this point, the subtitle comes into play, a little cynically: According to Statista, there were about 26000 consulting firms in 2021 (Statista number of consulting companies), without wanting to get too close to anyone, in most of these companies there will also be the typical level pyramid - junior to senior / partner, etc. and it is clear (presumably) that a relatively large mass at the base must also support a small amount of seniors in terms of salary. So far, this is not a top finding in terms of business management, but it has to be.
Only the question that may be connected is nevertheless the following : Which role can really take a junior consultant. Often these are brought for cost reasons (mixed calculation) even as project managers into the employment, in Workshops for the requirement admission ordered. Even the technical expertise can actually only refer to theoretical basics after 6-12 months. Even in consulting interviews, top salaries are sometimes called up, whereas an imminent assignment with the CEO of the top customer is directly refused. No, you still have to learn and be trained first. So it doesn't quite fit.
So why do we believe in the sparring approach? Well, we know we can't know everything. But we have gained several years of experience in our specific individual disciplines and have actually made one or two mistakes. We have acquired the technical depth in countless projects (in different roles) and have developed methodically. Our natural curiosity drives us to ask the decisive questions.
It is important for us not to be the know-it-all. The hierarchy between the customer and the external service provider is more of an obstacle for us than it is helpful, simply because the expectations are then unequal. Yes, the defined consulting service, as pure technical expertise, may also be purchased from us. But our sparring partners are always keen to ask the right questions and challenge the status quo.
The top priority is to develop the customer further.