So you want to become a Technical Consultant. Maybe you have mastered a technology stack or dipped your toes into the world of contractor engagement. If you are a highly technical developer or DevOps engineer, the world of consulting might feel like stepping into uncharted territory. When we write code and build systems, we interact with the deterministic world of code, where logic and precision rule. This is a lot different than navigating a room full of stakeholders that represent different backgrounds, points of view, levels of understanding, priorities and ways of communicating. . It can be very daunting if you are not well equipped! The ability to thrive in such settings is exactly what separates a great engineer from a great consultant.
Today I want to dive into some of the keys to success when building your consulting skills. I will provide some practical advice, paired with some specific examples from my own experience, and I will detail some ways to practice building the soft skills that make a killer technical consultant.
Technical expertise is your foundation, but as a consultant, your ultimate goal is to deliver value. This means understanding what truly matters to the client stakeholders. Surprisingly, it may not be what you initially expect. Stakeholders have objectives. It’s important to understand those objectives in the context of why they have engaged you. What problems are they trying to solve?
Above and beyond the individual stakeholders objectives, there will also be higher level business priorities. Hopefully these two things align well, but that’s not always the case. Ask yourself questions like: What outcomes drive their success? Is it cost savings? Is it scalability? Security? Maybe it is innovation? Once you have a good take on the personal goals and objectives of stakeholders as well as the higher level business priorities, seek to understand the long-term impact of how your work can affect these beyond the scope of the immediate project.
Shifting your mindset from "solving technical problems" to "delivering business value" is an essential step. Always frame your technical decisions in terms of the benefits they bring to the client.
Stakeholder communication is fundamentally about people, that human element. Understanding what drives everyone's goals and objectives is just as important as understanding the nitty gritty technical details. In order to navigate the human side, we need to have empathy. Putting yourself in their shoes (walk a mile in their shoes) may help you to understand why they might be pushing back on your latest and greatest technical decision. It’s important to understand what pressures your stakeholders may be facing. If your stakeholder is under a lot of pressure or stress, it will 100 percent change the way they communicate, and should also change the way that you communicate with them! We are not robots, after all.
Okay, so we know we need to relate to people at some level to have empathy, but how do we do that exactly? The best way I have found is to practice active listening. If you stop trying to hear, and instead listen, people will usually tell you exactly what they are struggling with and how they want your help. It’s quite surprising actually… If you give someone a platform to air their concerns, they will! A good practice to ensure that you are correctly picking up what they are putting down, is to paraphrase what they said and send it back to them. It’s as easy as saying “Let me make sure I have this right, you are saying a, b, c… ” and if you got it right you will see them nodding in agreement. Be sure to read up on the body language of the stakeholders you are regularly communicating with.
Last bit of advice for interacting with HUMANS. When dealing with non-technical stakeholders, avoid the jargon. It may be tempting to dive into technical details, especially if you feel uneasy. It may also be tempting to provide too much technical information if you are passionate about technology! Know your audience. There is a time and place to deep dive, and on the call with the executive team is not that time. Speak in plain terms, explain the implications of technical decisions. That’s it!
Imposter syndrome, the feeling that you’re not good enough or don’t belong, is common among technical consultants, especially in high-stakes environments. We have all been there… It’s not a question of how to get rid of imposter syndrome, but rather a question of how to mitigate it, and how to respond to yourself when the deep darkies start creeping up on you.
First and foremost, reframe the self-doubt. Changing your inner voice has a lot of benefits. Ask yourself, how would you feel if someone talked to me that way? Then get offended on your own behalf! How dare I say that to me! The nerve of that self! Recognize that you don’t need all the answers immediately. Your expertise lies in finding the solutions, not knowing all of them beforehand. Anchor yourself in what you do know and the evidence that supports your approach.
One very difficult but also highly impactful thing to do, is to seek guidance and feedback from your peers. You should do it frequently and aggressively! Ask a trusted colleague or mentor for honest input (don’t forget to steel yourself first!!). Their perspective can help to reinforce your confidence, and identify emotional intelligence blindspots you may have. Try to remember, your technical skills earned you a seat at the table. Stakeholders don’t expect perfection. They expect collaboration.
Your technical acumen needs to be paired with strong presentation skills. Confidence is perceptible, and the lack of it will almost always undermine your otherwise well-formed input. So remember to speak clearly, at an audible volume and with measured pace. You can practice the pacing thing with a metronome. Avoid using words like “uh” and “um”. Stand or sit with good posture (your spine and neck will thank you). Don’t mumble or trail off. It’s better to just stop talking in the middle of saying something and admit to having a brain fart than to just feebly trail off into mumbling land.
Structuring your responses can help with speaking with confidence and presence. If you know what you are going to say before you say it, there is less chance to end up fumbling your words. Organize your thoughts before speaking and use a framework like “Problem, Solution, Benefit” to articulate your points effectively. There will always be a time when a stakeholder catches you off guard and you need to “wing it”, just remember to control your emotions, even under pressure, and remain calm and composed. Take a moment to pause before responding to difficult questions. Remember: Steve Jobs once took 18 seconds to think through a response in public.
At some point, you’ll face a stakeholder who challenges your approach or raises objections. This can give even the strongest presenters pause - here are some pro tips for staying centered. First off, stay curious. Ask some questions to help understand their concerns. This keeps you off the defensive, and also shows respect to the stakeholder. The goal is to uncover the root of their objections. Once you understand that, it’s important to acknowledge their position. You should validate their perspective, even if you don’t agree. At this point in the conversation, the goal is to show you heard and understood them - and to think carefully about how their input impacts your approach. Just say something like “I see why you’re concerned about X, Y, and Z”.
Okay, now it’s time to process. Start by reframing the narrative. This will allow you to shift the focus back to shared goals. For example, if you are proposing a solution about scaling and they are concerned about cost, just saying something like “Our aim is to ensure this solution scales efficiently while staying within budget”. If the stakeholder has revealed a gap in your analysis or some details have “just arrived”, then it may be time to go back for another round of planning. It’s extremely important to admit when you are wrong for the former, and for the ladder just say something like “Given this new information, I think it is pertinent to introduce some changes into our solution, thank goodness we caught this now instead of post launch.” If emotions run hot, it’s time to de-escalate tensions. A good way to do this is to suggest a break, or propose revisiting the topic later with more data. Again, it’s okay to say, “I don’t know about that, let me go do some quick research and get back to you on that”, and “Thanks for bringing that to my attention, let’s table it for now and come back later after a quick break”. Just breathe! It’ll be okay.
Developing soft skills takes intentional practice. Role-Playing, in my opinion, is one of the most effective ways to practice. Find someone you trust and have them play the part of the difficult stakeholder. Afterwards, ask them for their feedback. You can even record the role-playing session and then watch the footage. It can be a bit cringe worthy to watch yourself, but just count how many “uh’s” and “um’s” you use, set a benchmark, and then try again with a different scenario. Make sure to practice addressing objections, explaining technical concepts, and leading the conversation.
Once you have polished up a bit with someone you trust, it’s time to open up to a wider audience. Local meetups are a great way to practice public speaking, and there is almost always “that one person” who asks all the really difficult questions. You can also find loads of online groups for just such an occasion. Don’t forget to ask for feedback on your communication style and effectiveness. If you hit some plateau and are unsure of how to take it to the next level, consider reading a book or taking a course on emotional intelligence, negotiation, or leadership.
The transition from a killer engineer to a killer tech lead and ultimately to a killer consultant involves expanding your skill set beyond the technical. As an Engineer, you will master your technical domain and learn to deliver reliable and consistent results. The next logical step is to guide a team, while communicating with non-technical stakeholders and ensuring alignment with project goals. Finally, you can combine the technical acumen with the newly developed interpersonal skills to influence decision-making at clients organizations. You will manage client relationships and drive business outcomes with ease!
We have to be honest with ourselves, the key to this evolution is recognizing that technical expertise is only part of the equation. Soft skills are what ultimately elevates your impact.
Becoming a better technical consultant isn’t about abandoning your technical roots—it’s about complementing them with the ability to navigate complex human dynamics. By understanding client needs, communicating effectively, and managing challenging situations, you’ll not only grow as a professional but also deliver exceptional value.
Start small. Practice often. And remember: consulting is as much about relationships as it is about solutions. Drop us a line at sales@ipponusa.com if you want to learn more!