The debate of the value of consultants has been swirling around, coincidentally, in many of my business communities recently.

One family business researcher from a large third-generation international business, with experience working with consultants, has a presentation entitled the “Good, The Bad, and the Complicated of Consultants.” Another individual in our Family Business Mastermind™ reports his brother opposition to consultants is that he does not want an MBA telling them how to run his business.

Consultants and business coaches can be good, bad & complicated. Every family business I know of, however, who are multi-generational use outside advisers. Each one of them plays an important and distinct role. The consultant analyses your situation and suggest actions to increase productivity, leadership, and increase opportunities for success. The coach believes the client is creative and resourceful and can solve many of their problems themselves – when they know what to do. The agenda for coaching comes from the client in a relationship that is a designed alliance. This is a perspective valuable to both the consultant and the coach.

New York Enterprise Report’s 2013 issue has the most useful business advice from 25 business founders (http://www.nyreport.com/node/83851).   Kent Hoffman from ShoreTel said: “Anyone who is striving to be the best in the world at something has a coach.” Business leaders who hire outside advisors to cover the areas that are not their core competencies are generally more successful than those who try to get through with “true grit.”