In recent months, I’ve been working with groups of people who are fairly new to consulting - mostly experienced hires, though some graduate entrants too. Through pre-course surveys and in-session conversations, one strong theme came through: confidence.

In particular, confidence when engaging with senior clients.

Most of these consultants had been in their role long enough to have a solid grasp of the expectations. But when it came to working with senior clients they felt daunted, out of their depth, and in some cases, genuinely anxious.

That didn’t surprise me. In many industries (and certainly in my background in the military), senior figures are kept at arm’s length. You follow the chain of command and might go years without direct interaction with someone very senior. If and when it does happen, it’s a big deal.

Now, as consultants, conversations with senior clients happen more frequently. Often, they are just part of the job. And while that’s one of the best things about the role, it can also be intimidating.

So how can we help consultants feel more confident and credible in those moments?

Three confidence-crushing fears

When you dig down into what makes these interactions nerve-racking for new consultants, three consistent answers emerge:

The fear of wasting senior client’s time
Am I using their time well? Will this senior client feel I’ve wasted their time and not added any value?
The fear of being asked something I don’t know
What if I don’t know the answer? What happens if I’m asked something technical, or something I haven’t come across before?
The fear of being put on the spot
What do I do if I’m asked to comment or commit to something that’s not really within my role?

Let’s look at each of those.

What if they think I’m wasting their time?

Much of this fear can be addressed with good ‘meeting hygiene’. We train people to use the POST framework (Purpose, Outcome, Structure, Timing) to shape a meeting. It’s worth sharing this meeting structure in advance so they know what to expect.

Consider pre-wiring too. That might mean sending key slides or highlights ahead of the meeting to save time and get everyone up to speed.

When the meeting begins, take a moment to check in. Ask what’s on their mind. Is there anything in particular they want to discuss? Even if they say no, you’ve shown that you’re focused on their priorities. That alone builds credibility.

Then, lead with the answer. Consultants often feel the need to walk through their process, but most senior clients are more interested in insight than methodology. Focus on what you’ve found, not what you’ve done. Even if your conclusion is still developing, it helps to share your best working view upfront, with any caveats clearly stated.

As the meeting progresses, stay high level. Talk through the categories or principles before diving into detail. That gives you the chance to watch their reactions and ask if there’s an area they’d like to explore further. It also helps avoid the risk of overwhelming them with information that may not be relevant.

What if I’m asked something I don’t know?

Senior clients can be prone to asking something broad, adjacent to your scope, or entirely unrelated to your current project. It might just be curiosity, or it could be a deliberate test.

By way of example: a consultant was working on a capital delivery project and reporting to their senior client on timeline, costs, and risk. The client unexpectedly asked for their view on digital transformation opportunities in infrastructure. Not part of the current project, but not irrelevant either.

To ensure something like this doesn’t become a ‘deer in headlights’ moment, it helps to shift your mindset.

You don’t need to have the perfect answer, but you can always facilitate a high-quality conversation.

The easiest way to do this is get curious. Ask why they’ve raised it. What are they hoping to achieve? Why now? Is it something they’re struggling with? What’s the consequence if it isn’t addressed?

These kinds of follow-up questions can lead to rich, value-adding discussions without needing much subject knowledge. They also give you time to think, to draw on what you might have read, or to bring in the firm’s broader experience.

You can practise this. Ask a colleague, a friend, or partner to pose a question about something you know little about. See how long you can keep the conversation going through questions alone, and notice how much you find out.

And there’s another practical step you can take too: predict what they might ask. Think about their role, their industry, their company. See if they are engaging with things on LinkedIn. Do some basic research and develop a viewpoint.

AI can be a helpful assistant in this. Here’s a prompt you could try to get some insights:

I’m meeting a client who is [role and team] at [company name]. Please research the organisation’s business environment - strategy, financials, leadership, people, operations, and external pressures. Then summarise the implications for my client given their responsibilities in their role.

What if I’m put on the spot?

The third fear is usually founded in being asked to commit or agree to something on the spot. And this one can loom large if that something is outside your scope or responsibility.

It could be a request for additional work. It could be a decision the client expects you to make. Whatever you say in response, it feels like there’s a risk. Say yes when you shouldn’t, and you might end up taking on work you can’t deliver. But, say no too abruptly, and you risk creating tension and damaging the relationship.

Here, internal preparation matters. Think about your role, your permission space, and the kinds of decisions that need escalation. Know what you can comfortably say yes or no to in the moment.

And importantly, don’t feel pressure to respond straight away. A simple, “Let me take that away and confirm,” is often the best option. It gives you time to check and respond with clarity, and that in itself signals professionalism.

Your energy matters more than your expertise

To close, I want to return to something I’ve written about before (see The Tricky Transition from Industry to Consulting).

You’re not always hired for your deep industry knowledge. Sometimes, you’re not hired for it at all. Often, the value you bring lies elsewhere - in your ability to engage, to build momentum, to help the client move forward.

In a recent training session in South America, I asked a group why they thought clients brought them in. One consultant answered: “Because we bring youthful energy.”

That stayed with me. Whether or not you feel youthful, if you consistently bring energy, curiosity and determination, senior clients will see your value.

And that should give you all the confidence you need.

The Skilled Consultant is written by Deri Hughes and Colin Mann, Managing Directors of Honeycomb Consulting Skills Training. We help consulting leaders develop exceptional teams with world-class training to support every career transition.

Visit Honeycomb's Website

If this article raised a question about your own team, do drop a comment below or book a 30-minute call with Deri or with Colin to discuss how we could help you.

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What if I don't know the answer?