Tackling the myth of the superhuman consultant

Every consultant has faced it at some point: the board member, senior executive, or client stakeholder who insists, directly or indirectly, that their consultant must be flawless. Not just good. Not just reliable. Superhuman.

I was once told exactly this by a board director. She was blunt: “Our clients don’t want consultants to be flawed. They need you to be superhuman.” It wasn’t said with admiration. It was said as an instruction, as though the human condition itself was a failing. Ironically, she was not what I’d call a good board director and the irony was hard to miss.

That moment crystallised for me one of the hardest parts of consultancy: not the technical work, not the analysis, not even the politics of organisations. It’s dealing with people who hold unrealistic expectations about what a consultant is for.

Why the “superhuman” myth exists

There are a few reasons this idea takes root:

1. Fear and uncertainty When boards or executives face complex challenges, they long for certainty. Consultants become a kind of talisman: if we’ve paid for external advice, surely it must be perfect.

2. Projection of responsibility Some directors want consultants to be superhuman because it relieves them of accountability. If the consultant is flawless, then the responsibility shifts away from the board.

3. The consulting mystique Consulting has not helped itself here. The industry has been known to peddle glossy frameworks, jargon, and polished slide decks that imply near-divine insight. No wonder some people believe consultants should never falter.

4. Status anxiety Sometimes, the board member who insists on superhuman consultants is the same board member who feels insecure about their own role. If you never admit doubt, why should your consultant?

The risks of “superhuman” expectations

At first glance, the demand for perfection might look harmless. Surely aiming for flawless advice is a good thing? But the truth is, this myth is toxic - for the consultant, the client, and the organisation.

• It creates brittle trust. If trust relies on the consultant never showing weakness, then one slip, like an unanswered question, a missed nuance, or a single human moment can destroy the relationship.

• It reduces candour. Consultants under pressure to appear flawless are less likely to challenge assumptions or speak truth to power. They’ll play safe. The client loses the very value they paid for: unvarnished insight.

• It displaces ownership. When everything is outsourced to the “perfect” consultant, the board risks abdicating responsibility. Advice becomes a crutch, not a catalyst.

• It fuels burnout. Consultants trying to perform as superhumans inevitably burn out, or worse, they start believing their own myth, neither of which serves the client.

What clients really want

Most clients don’t actually want flawless gods in suits. They want people who are:

• Clear: able to cut through noise and explain complexity simply.

• Confident: grounded in their expertise, without being arrogant.

• Candid: willing to say the unsayable.

• Competent: able to deliver, on time and on brief.

None of these qualities requires perfection. They require professionalism, honesty, and a willingness to own mistakes when they happen.

How to deal with the “superhuman” believer

So how do you handle the board member who demands flawless consultants? A few practical strategies:

1. Reframe expectations early In kick-off meetings I try to set the tone: “I’ll bring expertise, challenge, and structure. I won’t pretend to have every answer instantly but I will always tell you what I know, what I think, and what we need to find out.” This makes it harder for someone to later cry foul when you show humanity.

2. Demonstrate process, not omniscience A flawed consultant is one who improvises wildly. A trusted consultant is one who shows their method. People don’t need you to be superhuman if they can see you’re systematic.

3. Expose the dangers of perfection Sometimes it helps to turn the question back. “If I were flawless, what risk would that create for you? Would you trust me more, or less?” Most rational people will spot the trap in expecting perfection.

4. Model professional humility Admitting what you don’t know, calmly and without fuss can actually enhance credibility. “That’s a great question. I don’t know the answer yet. Let me come back to you tomorrow.” It shows integrity, not weakness.

5. Protect your own boundaries Remember that someone else’s fantasy is not your obligation. Consultants are there to advise, not to erase human imperfection. If you feel trapped by impossible expectations, it may be a sign the engagement itself is flawed.

When to walk away

Sometimes however you just can’t shift someone’s mindset. If a board or executive insists on treating consultants as superhuman scapegoats (praise when things go right, blame when things go wrong) it may be best to walk away.

The consulting relationship is built on trust. Without realism, trust collapses into theatre. No amount of fees can make up for the stress of being cast in an impossible role.

A note on flawed board members

Of course, there’s another angle. In my anecdote, the board director demanding superhuman consultants was herself far from superhuman. She was, in plain terms, a poor board member. She lacked insight, dismissed challenge, and projected her own shortcomings onto others. It’s a useful reminder that people who demand perfection in others are often trying to mask imperfection in themselves. That’s human, too. But it’s not good governance.

Embrace humanity

Consulting is not about being flawless. It’s about being useful. That means bringing clarity, confidence, candour, and competence to messy human systems. It means helping clients make better decisions, not making decisions for them.

The myth of the superhuman consultant is tempting because it promises certainty in an uncertain world. But the real value of consultancy comes when we reject that myth and embrace something much more powerful: humanity, with discipline.

After all, if consultants were truly superhuman, they wouldn’t be in the boardroom. They’d be flying around in capes and charging a lot more for their day rates!