David A. Fields Consulting Group Rudeness, discourtesy, and aggressively insulting behavior hog the limelight these days.
Often these traits are flaunted by people who have reached the pinnacle of the public and corporate spheres.
As leaders of consulting firms, should we emulate their methods or chart a different path?
Polls indicate that the vast majority of people believe civility is worse now than it was 10 years ago.
Of course, there is no global standard for civility.
However, there’s at least one, obvious, appealing aspect of boorish behavior: it seems to work.
At least on the surface.
Like it or not, we can easily point to unpleasant individuals who have achieved material success and public acclaim.
Consulting is not immune to this phenomenon.
I know quite a few consulting leaders who have parlayed a penchant for brash talk, arrogant remarks, and unbridled ambition into successful consulting firms and seven-figure personal income.
Fortunately for these callous consultants, a meaningful percentage of the population interprets their approach as boldness, lack of fear, an unwillingness to be constrained by convention, and an admirable lack of inhibition.
But let’s take a closer look at the bulls crashing through the china shops on their way to material success.
They—and the people who revere them—have incorrectly conflated the positive and negative traits of being aggressively loutish.
Attributes of the Bull in the China Shop
Positive
Negative
Strong
Destructive
Determined
Oblivious
Able to shape the world
Disconnected from others
Achieves personal goals
Net negative impact on the world
Can you embody all of the positive traits without embracing their negative counterparts?
Absolutely.
Take a Stand, but not on top of others.
You can stake a bold position without trampling on colleagues and competitors’ reputations.
Pursue Your Vision, unswervingly, without demolishing those in your path.
Creative genius is figuring out how to collaborate with those who, at first glance, appear to oppose your progress.
Embrace Risks, without hanging others out to dry.
While failure is never fatal in consulting, your team may lack your risk tolerance. Protect your team when they fall short, and you’ll gain loyal supporters.
Lift Those Around You, remembering that consulting at its best is Right-Side Up.
Elevate your clients by helping them achieve their goals, even when it doesn’t benefit you directly. You’ll see your consulting practice, self-respect and joy flourish.
I don’t condone offensive attitudes in consulting. Still, we can learn from those who have prospered despite (or because of) their coarse personalities.
What other good traits do you think we should adopt and what bad traits do you think we should we eschew as consultants and consulting firm leaders?
Text and images are © 2026 David A. Fields, all rights reserved.
Wow David, powerful article today. Over my career in corporate and consulting Ive been told that I was three steps ahead of everybody. And when I was much younger I thought that it was a compliment.
It was a compliment in some ways, but now as a leader I sometimes find it hard to slow down at the right times, to allow people to absorb ideas and prepare for change before moving forward with speed.
More than once I thought I was leading the parade, only to look back and find my team is a full block behind me, cleaning up a mess I made.
BTW, David, what’s new?
Answer: Frequency, obviously.
Ah, the trials and tribulations of being too smart, Ken! (Some of us haven’t had that challenge.😉) As you’ve wisely noted, you’re not a leader if no one is following you. As consultants, our role is to move our clients to a better place, not to just go there ourselves and hope they catch up! Thank you for adding the very clear case study to the article, Ken!
(Not sure what you’re referring to on frequency, but one thing that’s new is I’m back from my month in Peru!)
The problem in consulting is this: Too many people have been brought up in obsequious firms where agreeing with the client gets you more work. When these people are exposed to consultants who actually and politely tell clients they are wrong, or who engage with clients in vigorous debate, it feels brash and coarse and crude.
I don’t see true louts getting a ton of work. I do see straight shooters winning with clients who are serious about improvement and not just looking for a mirror.
The comparison to politics and social media, where notoriety is more important that honor, isn’t really applicable in my view. Notoriety may get you engagement on social media but I doubt it gets you many engagements in your consulting practice.
Interesting perspective, Geoff. Possibly because I see and talk with so many consulting firm leaders and consultants, I’ve had more exposure to “true louts” who have, in fact, built sizeable practices. They’re not just straight shooters, they’re abrasive and arrogant. You’re absolutely right that (most) clients appreciate pushback and a consultant with a point of view. We can adopt a straight-shooting, honest feedback philosophy without crossing over to the mulish side of the road.
As always, I greatly value your perspective, Geoff and appreciate your adding it here.
David,
Good stuff, as always, and timely. Hmmm. let me see if I can think of a current leader who lacks empathy…My strong bias is that business (and life) success and happiness depends a great deal on building win-win relationships with others, i.e. treating others like you would like to be treated. Keep ’em coming!
You’re a particularly strong example of building a consultancy based on positive relationships, Doc. Many other readers would do well to emulate your approach to clients. I’m glad you weighed in on this one, Doc!
David- Terrific article. And very timely. We can be effective without being in your words “offensive”.
Well done David!
Indeed we can, Neil. And really, is there ever any reason being offensive is necessary?! Great hearing from you, Neil.
Lovely piece David, and I’d be amazed if any of your readers would disagree!
I’ve come to believe that, while being ‘wrong’ is not a good place to be, being ‘right’ is not actually the most important thing either.
Getting the client / team / project / world to a place that is ‘better than it was’ is far more important
By this I mean that even when there is a more optimal route that the plan being agreed, if the people aren’t backing it, the chances of success are low.
Consensus and trust and agreement is also far more enjoyable than megalomania.
And you don’t have to be a Very Stable Genius to know it.
Hello Benjamin,
Your point of moving to a better place then their current resonates with me.
I’m relatively new to consulting and have a similar stance to improvement.
While appreciating rational lofty targets, I’ve observed that people, and companies for that matter, have limits on the amount of change that can be absorbed and sustained.
I see my role as a consultant as being an outside perspective, that’s built on experiences outside of my client’s, that offers a new way to meet their target. Which likely will require noting past decisions missed the mark, requiring a thorough and honest explanation of why.
Good response, Curtis, and welcome to consulting! You’re absolutely right that there’s a limit to how much change clients will absorb. There’s also a limit to how much that contradicts their current view of the world that they’re willing to believe–that usually tops out at about 25%. As consultants, our role is to help our clients achieve a better state. The more simply we can do that, the better off everyone is.
Thanks for jumping into the conversation, Curtis!
We’re in 100% agreement, Ben. The goal is better, not perfect. And as you point out, a client that embraces your better solution is going to be happier with the outcome and more delighted with your firm than a client who rejects your perfect solution!
I’m glad you chimed in with your wisdom, Ben.