I’ve found at the heart of this issue the fundamental difference between consulting and contracting. While clients recognize they have problems to be addressed, and recognize that you can help them address the problems more effectively than they can internally, it is not a given that this difference is recognized by the executives who bring you in. There is a big leap between the external person who is brought in as a contractor (as the high majority of external labor are seen), and that of consultant.

Credentials can certainly provide the leverage to gain an audience, but until the executive is comfortable that you should be telling him/her what to do as opposed to the other way around, the tension is very high and effectiveness is very low. As you mention, this varies by executive and their experience with consultants (vs contractors).

This also changes over time. Trust is built over time and with the trust comes the freedom to allow the consultant to be a consultant. Until the level of trust is sufficiently high, there is no wiggle room. Over time the client circumstances change as well. The internal executive landscape changes and with it reporting relationships change. The necessity to be seen leading as opposed to being led can derail the best of engagements.

This is a delicate dance that we dance. Missteps are easy to make. Performed well it can be exceptionally rewarding. But it is fragile and frustrating at times – and never easy.