We all know that consulting is a process. We define the problem, we gather data, we analyze, we synthesize, and we make recommendations. There are countless frameworks and methodologies out there – DMAIC, the scientific method, the McKinsey 7-step problem-solving process, and many more. They all essentially guide you through a similar sequence of steps.

But what separates truly high-performing consulting firms and consultants from the rest? It’s not just following a process. It’s about obsessing over the meta-process: how the team does the process.

They don’t mindlessly follow steps, they are constantly asking:

  • Are we solving the real problem?
  • Are we asking the right questions?
  • Are we using the best methods for this specific situation?

This is what I call the “meta-process.” It’s the process of thinking critically about the process itself. It’s the constant questioning, refining, and improving of how we work.

This takes real time and the best firms I’ve worked at all spend far more time thinking about and talking about the process than others.

Three Elements of The Meta-Process

There is no simple way to embed this culture into your firm. That times time and commitment. But a good first step is prioritizing three things.

  • Practice Sessions: Role-play client meetings internally. Have someone act as the client and challenge your team’s assumptions and recommendations.
  • Internal Artifacts: Create templates, checklists, and guides to capture your best practices and ensure consistency. It’s not about having a rigid template, it’s about capturing that shared understanding of what’s important.
  • Talk About The Process: Regularly discuss what’s working well and what could be improved. Make it a habit to reflect on your team’s performance and identify areas for growth.

#1 Practice Sessions

One crucial element of the meta-process is incorporating regular practice sessions. Think of these as internal dry runs. Instead of just talking about how you’ll approach a client meeting, you act it out.

The project leader might role-play the client, and other team members present their findings or recommendations. This isn’t just about rehearsing a presentation; it’s about surfacing potential challenges and testing your assumptions.

The “client” in this scenario should push back, ask tough questions, and challenge the team, mimicking the real-world pressures they’ll face. This isn’t about finding fault, it’s about creating a safe space to refine the approach, identify weaknesses, and ensure everyone is aligned before engaging with the actual client. It’s about building the “muscle memory” for high-performance consulting.

#2 Internal Artifacts help shape the reality of a project

Another vital component of a strong meta-process is developing and utilizing internal artifacts. These aren’t just templates or checklists for the sake of having them, these should be documents, and tools to help develop a shared understanding that is at the core.

This can take the form of a team charter, a problem definition worksheet, or even a set of key questions to ask at each project stage. But they don’t just exist on the page, they are active. The team should be referencing, reviewing, and updating them constantly.

Example team charter for the beginning of a project:

TEAM CHARTER
Client
Team Members
Context
Problem Statement
Organizational Issues
Definition of Success
Team Culture

The real power of these artifacts isn’t in the documents themselves, but in the awareness and conversation they generate. For example, documenting answers to these questions as early as possible is vital:

  • Who is responsible for the top-down story?
  • Who is the data wizard?
  • Who makes sure we are on time?
  • Who interacts with the key clients?
  • Who is responsible for the overall vibe? is the topic expert?

It’s about the team getting together and asking, “What are the key elements we need to track? What information do we need at each stage? How do we define success for this project?”

The earlier in the process, the better:

By codifying these things, you create a common language and shared source of truth that keeps everyone aligned. It’s also a document you can revisit and align on.

#3 Talking About Process With Everyone: Under-communication Is The Norm

One of the biggest traps I see in consulting is under-communication. It’s the default. We get busy, we assume everyone is on the same page, and forget that clear and constant communication, both internally and with the client, is critical.

This leads to:

  • Wasted Time: You spend hours working on something, only to find out it’s not what the client needs or expects.
  • Rework: You have to redo analyses, presentations, and deliverables because of misunderstandings.
  • Lack of Understanding: You miss critical issues because you haven’t fully grasped the client’s perspective and priorities.
  • Loss of Client Trust: When a client feels like they’re not in the loop, or that you’re not addressing their real concerns, trust erodes.

This often feels unnatural at first. But over time, you start to save time, have more efficient projects, and avoid more unexpected crisis moments with your clients. In high-performing firms, it’s almost always the case that people over-communicate within their team, with clients, and about the process. I often ask people the question, “Who is responsible for your process?”

The worst answer is when people don’t even know how to answer that. The best answer is not when they point to one person but when they say “we are all responsible for it.”

This has compounding effects over time

At places like McKinsey, the meta-process is built in. It’s expected. Everyone from the most junior consultant to the most senior partner is constantly thinking about how to improve the way they work. But that takes years to embed in your culture. It comes from junior consultants climbing the ladder all the way to partner and practicing these skills over and over and over again. there are no shortcuts to this but it’s better to start today than think that you will magically develop a world-class consulting process

We work with companies to help them improve their culture, and we also deliver keynotes and workshops on the principles of high-performance teams. If you’d like to work with us, please see more here.

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