The consulting craft · 2010

Getting Naked

Loose ink sketch of a bare wooden coat stand with one empty hook
Nothing to hide — the empty coat hook

Lencioni tells it as a story: a big-firm consultant inherits a small rival whose scruffy, disarmingly honest approach keeps beating his own firm’s polish. The engine of the fable is a claim about fear — that consultants lose clients not through lack of competence but through self-protection, and that the protecting comes in three flavors: fear of losing the business, fear of being embarrassed, fear of feeling inferior. The “naked” consultant does the opposite: consults instead of selling, asks the dumb question, tells the kind truth, takes the low seat.

The ideas that stick

  • Fear of losing the businessMakes you agreeable precisely when the client is paying for disagreement. The costliest fear, and the least visible from inside.
  • Fear of being embarrassedKeeps the obvious question unasked. Lencioni's bet: asking it is what clients remember as courage.
  • Fear of feeling inferiorMakes consultants posture upward instead of serving — the expensive suit worn against the client, not for them.
  • Enter the dangerMove toward the tension in the room, not around it — the fable's most transferable habit.

Where it creaks

It’s a parable, and parables cheat: the honest underdog wins every scene, clients always reward vulnerability, and the competing firm exists to be wrong. Real procurement departments are not characters in fables — sometimes polish does win the work. Read it as a mirror, not a market model: the three fears are real and you have at least one of them. It also overlaps heavily with The Trusted Advisor — this is the emotional case for the same posture Maister argues analytically. Read Maister for the model, Lencioni for the nerve.

Recommended — slight in form, but it names the thing most consulting books are too dignified to mention.

Read it if

  • You polish deliverables for days but dodge the raw five-minute phone call
  • You've lost a client you were objectively serving well and never understood why
  • You want something a whole team will actually read — it's an afternoon

Skip it if

  • Business fables with tidy morals set your teeth on edge
  • You need the how — the fable names the fears and leaves the practice to you