In management consulting, technical expertise opens the door. But leadership determines whether change actually happens.
For Richard A. Balang, leadership is not defined by authority or hierarchy. It is defined by adaptability.
“Adaptive and Transformational Leadership are two leadership styles that I found practical and beneficial for me as a consultant,” he said. “As needed, I also practice Situational Leadership depending on the client’s situation or the style of the organizational leaders.”
In his experience, no two organizations are the same. A leadership approach that works in a government agency may fail in a private corporation or a school. That reality forced him to become flexible.
“I observe flexibility of leadership styles in order me to get the message across to my clients,” he explained.
This flexibility becomes especially important during change initiatives — the most difficult phase of consulting work.
“Not all members of organizations are open to change,” Balang admitted. “Oftentimes, there will be people who will question your participation as they believe that external consultants are not needed.”
Rather than resisting this tension, he learned to accept it as part of the process.
“Accepting this tendency in any change process and implementation is important as a consultant,” he said. “Gradual education and promotion of the purpose would eventually lead to buy-in and support from all members of the organization.”
His leadership style, therefore, focuses on patience and communication instead of control.
He also believes consultants must strike a careful balance between technical rigor and people management.
“Balancing the two is not that difficult,” he said. “It is the role of the leader to ensure balance in his or her priorities. This would reflect one’s values.”
At times, one side demands more attention.
“However, there will be occasions when one area needs to be focused on. People under the leader must also understand the two areas.”
Neglecting either side carries consequences.
“Focusing on one area alone would jeopardize the other. Hence, striking a balance is essential.”
To maintain that balance, he consistently seeks feedback from client organizations.
“Continuous solicitation of feedback from the organization is also vital to ensure that both areas are given importance.”
His pursuit of professional standards eventually led him to earn the Certified Management Consultant (CMC®) designation.
“As a consultant, one must continuously develop his or her competencies,” he said. “It is important to be part of a professional organization that would enhance one’s knowledge and expertise.”
For Balang, the certification was not only about recognition.
“I pursued my CMC certification not only to have a legitimate identity as a consultant but also to benchmark with other people who are in the same industry.”
The process itself required documentation, client evaluations, and a panel interview.
“Though I prepared for the panel interview, I also felt some nervousness that time,” he recalled. “But I am grateful that the panel members were accommodating and gentle during the process.”
Since becoming CMC-certified, he has seen tangible benefits.
“Many consultants know that CMC is a prestigious title,” he said. “Personally, it gives you more value and establishes more reputation as a consultant.”
It has also strengthened client trust.
“Some clients would even ask about the certification. Upon knowing the meticulous process, it helps in establishing credibility as a consultant in addition to a professional background.”
Still, he views the designation as a responsibility rather than a trophy.
“Being part of this community is not just a prestige but also a responsibility for we contribute to the organizational innovations and improvement of our client organizations.”
For aspiring consultants, his advice remains grounded and practical.
“Having a strong foundational knowledge and skills in management and process consultancy is a must,” he said. “Moreover, establishing a professional relationship with clients is also important.”
And beyond credentials, he emphasizes mindset.
“Developing self-awareness and a growth mindset are critical for all those who are aspiring to become consultants.”
In an industry shaped by constant change, Richard Balang’s leadership philosophy remains steady: influence grows from flexibility, trust grows from sincerity, and lasting transformation begins with understanding people before processes.
