A consultant learned the hard way that you guide clients, you don't own their results. One speaker wrestles with the emotional pull of being a growth partner instead of just a vendor, wondering how much help is too much before you're doing their job.
I went through the same thing with my first client and I learned this in this role. It's, we're consultants at the end of the day, we're not responsible for their results. We're going to do our best to guide them, but they're the business owner at the end of the day. You're not responsible for what they do because that's up to them. You're guiding, you're helping, but that's not your job. And so you could alleviate yourself from taking over so much and tying yourself to his outcome. Does that make sense? Yeah.
Yes. But it's hard though. I mean, I'm sure you remember as the first client, like, you know, that feeling of shit, I'm not doing it enough. It's a partner, you know, like it's like I'm a growth partner, you know, like I'm not just a vendor that's just selling automation, you know, like I care about, you know, I want you, I do care about your success as like a partner in your company. Right? So I guess right now that kind of getting that distinction of, okay, I can feel that way, but where do my boundaries actually lie? Like, how much can I help?
