Consulting, at its core, is a series of steps: defining the problem, gathering data, analyzing, synthesizing, and making recommendations. Countless frameworks such as DMAIC, the scientific method, and the McKinsey 7-step problem-solving process, exist to guide you through those steps.

But what separates truly high-performing consulting firms from the rest?

It’s not just the process; it’s the “meta-process”: the ongoing reflection on, and improvement of, how the process is carried out. Elite consultants never simply tick boxes. Instead, they ask themselves:

• Are we solving the real problem?

• Are we asking the right questions?

• Are we using the best methods for this specific situation?

This meta-process involves constantly questioning assumptions and adjusting course to ensure your methods are a perfect fit for the client. The best firms spend more time thinking and talking about the process than average performers. They instill a culture where every consultant feels an obligation to communicate clearly and identify opportunities to improve.

Three Elements of the Meta-Process

There’s no magic switch to embed a meta-process culture. It requires consistency, patience, and commitment. But a good first step is focusing on these three pillars:

1. Practice Sessions

2. Internal Artifacts

3. Talking About the Process

#1 Practice Sessions

Regular practice sessions are the heartbeat of a high-performing team. Before a critical client meeting, don’t just talk about what you plan to do—act it out.

Have someone on the team role-play the client. Ask tough questions. Challenge recommendations. This simulates the unpredictable nature of real client interactions and exposes weaknesses, gaps, or assumptions you may have overlooked.

By “pressure-testing” ideas in a low-stakes environment, the team refines its arguments and gains clarity on what needs to be communicated. Think of it as building muscle memory.

When the real meeting comes, you’re ready to respond confidently and effectively.

#2 Internal Artifacts

Templates, checklists, and guides might sound mundane, but they can make or break a project’s success. These “artifacts” aren’t just for show. They create a shared understanding and vocabulary for the entire team.

A simple team charter, for example, might include the problem statement, roles, responsibilities, and how success will be measured.

Use them actively. Review it in meetings.

Update them when the scope shifts or the client’s priorities change.

This keeps everyone aligned and provides a quick reference for critical decisions. When each person knows who is responsible for data analysis, who interacts with the key clients, and who’s keeping track of deadlines, you dramatically reduce confusion and rework.

The earlier you document these essentials, the smoother your project will go.

#3 Talk About the Process A LOT (Under-communication is the default almost everywhere)

Under-communication is the norm in many consulting environments. With hectic schedules, multiple workstreams, and shifting client demands, it’s easy to assume everyone is aligned.

In reality, that assumption often leads to wasted time, unnecessary rework, and eroded client trust.

High-performing firms make over-communication a habit.

They build routines to check in on project goals, talk about progress, and ensure every stakeholder’s perspective is considered.

It feels like "non-work" but levels up your performance over time.

This might feel unnatural at first, especially in a fast-paced environment where constant “doing” is prized. But the payoff is immense. Everyone works more efficiently, project pitfalls are identified sooner, and clients feel heard every step of the way.

One key question to ask yourself is: “Who’s responsible for our process?”

At the worst-performing firms, no one has an answer. At the best firms, everyone claims responsibility. When every person—regardless of seniority—feels accountable for how the project runs, a culture of continuous improvement takes root.

​We work with companies to help them improve their culture, and we also deliver keynotes and workshops on the principles of high-performance teams.​
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