Hire a Consultant to Challenge Your Reasoning—Not Support It.

Reasoning didn’t evolve to get at the truth. It was designed to help us win arguments. So argues Hugo Mercier from the University of Pennsylvania.

This is the confirmation bias at work, which I’ve covered before: we unconsciously look for evidence to back up what we already believe. That can be a problem when developing a brand, or marketing campaign. Even when you believe you are pursuing the truth, you are more likely to end up continuing bad habits unless you get some fresh insights from outsiders.

This is a big argument for bringing in outside branding and marketing consultants. Companies and organizations may try to avoid this, wanting to make the most of their internal resources, but the price may be insanity, if you subscribe to the definition that insanity is repeating the same mistakes.

As consultants, our business is no different. In our 11 years of business, I can safely say that all our greatest changes were sparked and instituted with the help of outside consultants. As the bumper sticker says, “you don’t have to believe everything you think,” but it usually takes a good bump to make us see that.

Beware the struggle to serve both business and society

Do companies have a responsibility to fight consumerism? We all know the answer to that: no. It is the individual consumer’s responsibility to figure out what is best. Caveat emptor, kid.

Now let me rephrase the question: do we have a responsibility to our children? Most people would say “yes.” Are these beliefs mutually exclusive?

Studies show a direct link between increased materialism in youth and a decline in self-esteem. This is not just a correlation, but appears to be a causal relationship. Low self-esteem causes increased materialism. Raised self-esteem decreases it.

I confess that I’ve always been skeptical of the idea that our country’s health—and our own, by default—is so dependent on how many things we make and how many we buy. I’m not that inspired by leaders who tell me to go shop; it just seems something south of lofty. And what does this mean vis-à-vis the before-mentioned study? Is self-esteem bad for business, and hence actually bad for our individual and national health?

In his book Predictably Irrational, Dan Ariely, professor of behavioral economics at Duke University, focuses a chapter on the difference between social and market norms. Social norms relate to our social nature and need for community. They are usually warm and fuzzy, and are the reason we help others without regard for material compensation. Market norms are the opposite. They are individualistic, and focus on cost vs. benefits. For example, Ariely found that just thinking about money makes us less socially motivated.

We all live in both worlds, and do our best to keep them separate. When we don’t, we get in trouble. You are not going to keep friends if you keep a running tally of whether they “owe” you or not. And your business will suffer if you generously give everything away, and don’t pay attention to the bottom line.

The scenarios I outlined at the start illustrate the difference between these norms. The first paragraph exemplifies market-norm thinking; the following ones show social-norm decision-making. This was President Bush’s fundamental error when he told us to go shopping in times of crisis. Just when we needed to build community, he was focused on the market.

Enter Corporate Social Responsibility (CSR): the philosophy that a company should take social responsibilities into account when making business decisions. Personally, I am a fan of acting in a socially responsible manner but not labeling oneself as such. I figure that, in the end, you are either putting your principles into practice or not, and if you aren’t, you will be outed before long. “Greenwashing”, or the attempt to make a company look more eco-friendly than it is, is a good example of this.

When you find yourself torn between the bottom line and the greater good, advice from outsiders is usually helpful in resolving the dilemma or in generating new ideas. My recommendation is to have socially aware consultants who can offer a more objective sounding board for your marketing ideas. Don’t rely solely on internal people; by definition, they are concerned with keeping their jobs and doing what is best for the business. And that’s an excellent thing, but it may blind you to the greater community’s needs.

Another idea is what our creative director Todd Verlander jokingly calls “guilt offsetting,” or buying your way onto Santa’s good list through good deeds. This includes carbon offsetting, recycling, and getting an office energy audit. Get buy-in from the top of your company, and get involvement at all levels. Make your commitment to CSR explicit to employees.

You can also partner with a nonprofit, or nonprofits, that share your vision. For example, an fine art paper company supports a local museum, or an engineering firm provides a scholarship to a community college. But also pay attention to the partner’s reputation and track record. From experience, I recommend pairing with a well-run organization whose mission may vary from your own rather than one whose mission may warm your heart but is ineffective. Help the successful to be more so.

Most importantly, approach CSR as a win-win situation; otherwise, it will feel like a burden and you will drop it.

Caveat, marketers.

Rocking the boat actually brings smoother sailing

You may be surprised, but I’ve often felt that consultants are overrated. What they give—a binder of good suggestions—doesn’t always  justify the fee. But often consultants can provide something no insider can: a new perspective. A consultant’s success may have less to do with their product than their simple presence. This is because newcomers, studies show, shake up an organization’s harmony just enough to introduce a greater level of productivity.

Groups—such as those in your company, school, or nonprofit—naturally steer toward harmony. It may not always feel harmonious, but maintaining group harmony is a human tendency we all share. That is usually all well and good, but it can become a liability.

A recent issue of Scientific American Mind reports that researchers at Northwestern University found that newcomers do far more than introduce new ideas. They also foster more and better thinking from employees. This is especially true when the outsider agrees with some, but not all, existing group members.

Success happens because outsiders force insiders to use our brains more. We must analyze what we believe, articulate what we mean, and question what we assume. We can’t simply fall back on group dynamics, such as doing whatever the leader says. Can interaction with outsiders be seen as a threat to the group? Yes, but it also facilitates better decision-making.

What’s true of consultants and other outsiders applies to new hires as well. Research coauthored at Brigham Young University found that better decisions come from teams that include a “socially distinct newcomer. That’s psychology-speak for someone who is different enough to bump other team members out of their comfort zones.” Study coauthor Katie Liljenquist of BYU’s Marriott School of Management says “the mere presence of a newcomer who is socially distinct can really shake up the group dynamic. That leads to discomfort, but also to a better process that ultimately yields superior outcomes.”

Tips

• Remind your group that newcomers and outsiders are an asset. You may think this is obvious, but it isn’t. Liljenquist reminds us that most people believe harmonious groups are more effective than they really are. The first step toward success is getting group members to rethink this false assumption.

• An outsider can be an insider to your organization, but from a different department.

• Discuss this “shake-’em-up to produce new ideas” dynamic with a consultant before hiring; then use it to your advantage. Have the consultant prod and encourage dissent, where appropriate.

Remember, creating a homogenous group might be comforting to the group, but it will not make the best decisions about serving clients, customers, and students. Rocking the boat a bit will actually lead to smoother sailing.