I’ve noticed most consultants don’t sell.And in reality … that’s okay.

I’ve noticed most consultants don’t sell.
And in reality … that’s okay.

But, that being true, it makes sense to invest more in those who do.

That’s something I see less often.

Let’s look at the maths.

The Pareto principle suggests 80% of outcomes come from just 20% of our inputs.

Those outcomes might be sales, profits, or growth. The inputs might be ideal clients, business developers, or services.

That alone is a powerful reason to focus on the 20% that truly move the needle - and then multiply them.

But here’s where it gets even more interesting.

If we apply Pareto twice and look at the 20% within the 20%, we find something striking:

4% of the inputs drive 64% of the outcomes.

Applied to business development in consulting, that means the top 4% - what I call Growth Leaders - are likely to deliver 16x more business than the average.

There are a tiny minority who drive growth … they’re the ones to back.

Yet, I often hear partners say:

“Shouldn’t we train all our consultants in business development? After all, everyone sells.”

Well, no. Not really.

In my experience, most consultants hate selling. They want to solve big, juicy problems - not get mired in the murky waters of relationships and commercial agreements.

Sales training isn’t a bad thing. Everyone should have a grounding, so they understand the consultancy business model.

But let’s be honest: you won’t create sales superstars from a training cohort or a one-off masterclass.

That’s just not going to happen.

What can happen, though, is that you identify the consultants who enjoy applying their influence in commercial situations.

Those are the 20% you nurture with coaching and mentoring. You help them apply what they’ve learned in live opportunities.

And then there are the 4%.

If you don’t already know who they are - or who has the potential to get there - that’s a problem.

If you do, why wouldn’t you invest 80% of your efforts in nurturing, maximising, and amplifying their contributions?

I see very little of this. And yet it’s the one investment that always pays back in multiples.

Think about it. You take someone who is already good in the arena and focus on moving them to great, then exceptional, then elite, then ultra.

Just like you would with an athlete or a sporting professional. How? With a coach and a mentor.

So next time you’re tempted to roll out another sheep-dip, rah-rah sales course … pause.

Instead - invest in the best.

Do you agree?