The HE Consultant's Toolkit

Episode Summary

Working without authority: influence, trust and the role of the external consultant

Independent consultants can be commissioned by senior leaders, given access to institutional data and asked to make recommendations about significant issues. Yet, ultimately, we have remarkably little formal authority to make anything happen.

In this episode of The HE Consultant’s Toolkit, I explore where influence comes from when positional authority disappears.

I consider the difference between a good recommendation and one that can actually be implemented, particularly at a time when many HE institutions are operating with reduced capacity and considerable organisational fatigue. I also explore the sometimes uncomfortable authority afforded to an external voice when colleagues inside an institution may have been making the same argument for some time.

The episode considers the role of trust, curiosity, sponsorship and challenge, as well as the importance of understanding who will actually own the work after the consultant leaves.

Perhaps working without authority requires a different understanding of our contribution: not making decisions for institutions, but helping to improve the quality of thinking around them.

Key Takeaways

A good recommendation and an implementable recommendation are not necessarily the same thing. Institutional history, capacity, resources, relationships and competing priorities all affect what can realistically happen.

Being external can confer a form of legitimacy even where a consultant has no positional authority. That influence needs to be handled carefully, particularly where internal colleagues have already identified the issue or proposed similar solutions.

Resistance is information. Rather than immediately asking how to persuade somebody who disagrees, it can be useful to ask what they know that we do not.

Trust may be built less through demonstrating expertise than through curiosity, careful listening and a willingness to change our interpretation when the evidence requires it.

A strong project sponsor can be invaluable, but independence requires consultants to retain sufficient professional distance to reach conclusions that the sponsor may not necessarily expect or welcome.

Implementation deserves consideration before the final report. Asking who will own the work, what capacity exists and what might prevent change can help distinguish desirable recommendations from usable ones.

Perhaps the role of the independent consultant is not primarily to make decisions, but to improve the quality of the thinking around them.

Further resources

Thinking about going freelance or setting up a consultancy in HE?

My short courses offer practical guidance to help you take the first steps.

https://khlconsulting.co.uk/courses

KHL Consulting website

https://www.khlconsulting.co.uk

LinkedIn profile for Karen Heard-Lauréote

https://www.linkedin.com/in/profkhl

Network for Tertiary Education Consultants (NTEC)

https://www.linkedin.com/groups/14409504/

Calls to action

Subscribe and share: If you’ve enjoyed this episode of The HE Consultant’s Toolkit, please subscribe and share it with colleagues and others working independently in or alongside higher education.

Connect on LinkedIn: I’d welcome your reflections on influence and authority in independent consultancy. What have you found helps external advice gain traction, and what gets in the way? You can connect with me on LinkedIn: https://www.linkedin.com/in/profkhl

Look out for the next episode: In Episode 3, I’ll explore the politics of independence. What does it actually mean to be an independent consultant when we are commissioned and paid by clients, depend upon relationships and reputation, and may hope to work with the same institution again?

Episode summary

In the first episode of Series 5 of The HE Consultant’s Toolkit, I begin with what sounds like a straightforward question: what are consultants actually for?

It feels particularly pertinent in UK higher education in 2026. Further restructuring, voluntary severance schemes and redundancies have taken place across the sector, whilst institutions continue to commission external expertise, sometimes precisely because internal capacity has been reduced.

That creates an uncomfortable tension. Consultants may undertake work previously carried out by permanent colleagues, whilst some of those leaving institutions are themselves trying to establish independent practices without yet having the profile, networks or track record of more established consultants.

There are no particularly tidy answers here.

In this episode, I explore what institutions may actually be seeking when they commission external support. Expertise is part of the answer, but so too may be capacity, pace, independence, comparative perspective, facilitation and, occasionally, external legitimacy.

I also consider what this means for those of us already working independently. How do we approach consultancy responsibly when institutions and their staff are under considerable strain? How do we recognise the expertise that remains within institutions? And what should be left behind when our involvement ends?

This episode opens a series concerned less with the mechanics of consultancy and more with judgement, influence and some of the grey areas of independent practice.

Consultancy does not serve a single purpose. Understanding what an institution needs from external support can fundamentally change how we approach an assignment.

The formal brief may not describe the whole problem. Institutional context, history and relationships can be as important as technical requirements.

Independent consultants cannot resolve the structural pressures facing UK higher education, but we can remain conscious of the context in which we work. Nor should external expertise lead us to overlook the knowledge already within an institution.

One useful question is what will remain when the consultant leaves. Good consultancy may leave behind not only recommendations but stronger capability, clearer thinking, greater confidence or more useful structures.

Those of us who are established independently can also consider how we support newer entrants through referrals, collaboration and sharing experience.

Perhaps some of the most important tools in an experienced consultant's toolkit are not technical at all. Judgement, curiosity, listening, humility and knowing when to challenge may matter increasingly as a practice develops.

Further Resources

Thinking about going freelance or setting up a consultancy in HE?

My short courses offer practical guidance to help you take the first steps.

https://khlconsulting.co.uk/courses

KHL Consulting website

https://www.khlconsulting.co.uk

LinkedIn profile for Karen Heard-Lauréote

https://www.linkedin.com/in/profkhl

Network for Tertiary Education Consultants (NTEC)

https://www.linkedin.com/groups/14409504/

Your next steps

Subscribe and share: If you’ve enjoyed this episode of The HE Consultant’s Toolkit, please subscribe and share it with colleagues and others working independently in or alongside higher education.

Connect on LinkedIn: I’d welcome your reflections on the questions raised in this episode, particularly around the changing role of independent consultants in the current HE context. You can connect with me on LinkedIn: https://www.linkedin.com/in/profkhl

Look out for the next episode: In Episode 2, I’ll be considering what it means to work without formal authority, and how independent consultants can influence institutional thinking when ultimately we have very little positional power.

Episode summary
This final episode of Series 4 explores the importance of periodically reviewing and recalibrating independent work in higher education. It reflects on changing definitions of success, maintenance mode, professional identity, sustainability, pace, and long-term alignment.

Key takeaways

• Independent work requires intentional review as well as delivery

• Familiarity is not always the same as alignment
• Maintenance mode can quietly crowd out reflection
• Definitions of success often evolve over time
• Recalibration is usually a sign of professional maturity rather than instability
• Sustainable work involves recognising changing rhythms, priorities, and forms of value
• Intentional pauses are an important part of strategic practice

Further resources

• Thinking about going freelance or setting up a consultancy in HE?
• My short courses offer practical guidance to help you take the first steps.
• https://khlconsulting.co.uk/courses

• KHL Consulting website
• https://www.khlconsulting.co.u​k

• ​LinkedIn profile for Karen Heard-Lauréote
• https://www.linkedin.com/in/profkhl

• Network for ​T​ertiary Education Consultants​ (NTEC)
• https://www.linkedin.com/groups/14409504/

Calls to action
Subscribe and share​: If you’ve enjoyed this series of The HE Consultant’s Toolkit, please subscribe and share it with colleagues and others working independently in higher education.
Connect on LinkedIn: I’d welcome your reflections on the themes explored throughout this series.​ You can connect with me on LinkedIn:​ https://www.linkedin.com/in/profkhl
Look out for Series 5​: The podcast will return in September with a new series exploring further aspects of independent work in and around higher education.

Episode summary

This episode explores the opportunities and tensions involved in collaboration for consultants and freelancers working in higher education. It reflects on the different forms collaboration can take, the trade-offs involved in shared work, and the importance of maintaining professional standards, identity, and direction when working with others.

The episode considers issues such as alignment of expectations, ownership and visibility, communication, accountability, and the long-term impact collaborations can have on reputation and future opportunities. It invites listeners to think more strategically about how collaboration shapes their independent work over time.

Key Takeaways

• Collaboration is not neutral and gradually shapes professional direction
• Different forms of collaboration carry different levels of influence, visibility, and responsibility
• Alignment of standards and expectations is essential for sustainable collaborative work
• Questions of ownership, attribution, and intellectual contribution deserve careful consideration
• Communication structures influence how effectively collaborative work functions
• Strategic collaboration should strengthen rather than dilute independent professional identity
• Reflective questioning before entering collaborations can prevent future misalignment

Further resources

• Thinking about going freelance or setting up a consultancy in HE? My short courses offer practical guidance to help you take the first steps.
  https://khlconsulting.co.uk/courses

• KHL Consulting website
  https://www.khlconsulting.co.uk

• LinkedIn profile for Karen Heard-Lauréote
  https://www.linkedin.com/in/profkhl

• Network for Tertiary Education Consultants
  https://www.linkedin.com/groups/14409504/

Calls to action

• Subscribe and share: If you are enjoying this series of The HE Consultant’s Toolkit, please subscribe and share it with colleagues and others working independently in higher education.
• Connect on LinkedIn: I’d be very interested to hear your reflections on collaboration, partnership working, and independent practice. You can connect with via:
  https://www.linkedin.com/in/profkhl
• Look out for the final episode in the series: The final episode of Series 4 will be released next month before the summer break. Make sure you are subscribed so you do not miss it.

Episode summary

This episode explores the ethical dimensions of independent work in higher education, focusing on the judgement required to navigate complex, ambiguous situations. It considers issues such as independence, scope, confidentiality, impact, and professional sustainability.

Key takeaways

• Ethical challenges in independent work are often ambiguous rather than clear-cut
• Independence requires careful navigation of influence and expectation
• Scope, confidentiality, and impact all involve judgement calls
• Sustainability is an ethical as well as a personal consideration
• Ethical practice involves reflection rather than rigid rules

Further Resources

Thinking about going freelance or setting up a consultancy in HE? My short courses offer practical guidance to help you take the first steps.

https://khlconsulting.co.uk/courses

KHL Consulting website
https://www.khlconsulting.co.uk

LinkedIn profile for Karen Heard-Lauréote
https://www.linkedin.com/in/profkhl

Network for Tertiaty Education Consultants (NTEC)
https://www.linkedin.com/groups/14409504/

Next steps

Subscribe and share: If you are finding this series helpful, please subscribe and share it with your network.

Connect on LinkedIn: I would welcome your reflections on the episode.
https://www.linkedin.com/in/profkhl

Look out for the next episode: The next episode will be released soon. Make sure you are subscribed so you do not miss it.

This episode explores how client selection shapes the sustainability, reputation, and intellectual satisfaction of independent work in higher education. It introduces the concept of a client fit filter and reflects on how consultants and freelancers can make more strategic choices about which projects to accept and which to decline.

Key takeaways

• The mix of clients you work with gradually shapes your professional life
• A client fit filter can guide decisions about new work
• Working relationships, clarity of purpose, and values alignment all matter
• Early signals in conversations often reveal project conditions
• Client choices influence long-term reputation and referral networks

Links to relevant resources

Thinking about going freelance or setting up a consultancy in HE?
My short courses offer practical guidance to help you take the first steps.
https://khlconsulting.co.uk/courses

KHL Consulting website
https://www.khlconsulting.co.uk

LinkedIn profile for Karen Heard-Lauréote
https://www.linkedin.com/in/profkhl

Network for Educational Enhancement Consultants
https://www.linkedin.com/groups/14409504/

Subscribe and share
If you are finding this series helpful, please subscribe and share it with your network.

Connect on LinkedIn
I would welcome your reflections on the episode.
https://www.linkedin.com/in/profkhl

Look out for the next episode
The next episode will be released soon. Make sure you are subscribed so you do not miss it.

Episode summary

This episode explores income beyond the day rate as a strategic and ethical issue in independent work in higher education. It reflects on the limitations of time-based pricing, the trade-offs involved in alternative income arrangements, and the importance of aligning income structures with long-term sustainability rather than short-term busyness.

Key takeaways

• The day rate is not the problem, but it is rarely sufficient on its own

• Income structures shape vulnerability, choice, and sustainability

• Different income models involve different trade-offs

• Sustainable portfolios are often uneven rather than elegant

• Strategic thinking about income requires attention to time horizons

Links to relevant resources

Thinking about going freelance or setting up a consultancy in HE?
My short courses offer practical guidance to help you take the first steps.
https://khlconsulting.co.uk/courses

KHL Consulting website
https://www.khlconsulting.co.uk

LinkedIn profile — Karen Heard-Lauréote
https://www.linkedin.com/in/profkhl

Network for Educational Enhancement Consultants
https://www.linkedin.com/groups/14409504/

Subscribe and share
If you are finding this series helpful, please subscribe and share it with your network.

Connect on LinkedIn
I’d welcome your reflections on the episode.
https://www.linkedin.com/in/profkhl

Look out for the next episode
The next episode will be released soon. Make sure you’re subscribed so you don’t miss it.

Podcast summary

This opening episode of Series 4 marks a shift in focus for The HE Consultant’s Toolkit. Moving beyond questions of survival and capacity, it explores what it means to work strategically on an independent practice in higher education.

The episode invites experienced consultants and freelancers to step back from delivery mode and consider what they are building over time. It reflects on intentional choice, sustainability, and the difference between reacting to opportunities and shaping a practice that aligns with professional values and long-term aspirations.

Rather than offering quick fixes, the episode creates space for reflection and sets the foundation for a series focused on strategy, ethics, and long-term practice design.

Key takeaways

• Strategy in independent work is less about growth and more about intentional choice

• A full diary does not necessarily indicate a well-designed practice

• Sustaining a practice and shaping a practice are related but distinct forms of work

• Long-term viability requires periodic reflection, not just operational efficiency

• Asking “what do I want this to become?” is a strategic act in its own right

Links to relevant resources

Thinking about going freelance or setting up a consultancy in HE? My short courses offer practical guidance to help you take the first steps.Find out more at: https://khlconsulting.co.uk/courses

KHL Consulting website
https://www.khlconsulting.co.uk

LinkedIn profile — Karen Heard-Lauréote
https://www.linkedin.com/in/profkhl

Network for Educational Enhancement Consultants (NEEC)
https://www.linkedin.com/groups/14409504/

Calls to action

Subscribe and share
If you enjoyed this episode or are finding this series helpful, please subscribe and share it with your network.

Connect on LinkedIn
I’d welcome your reflections on today’s episode. You can connect with me on LinkedIn at:
https://www.linkedin.com/in/profkhl

Look out for the next episode
The next episode will be released soon. Make sure you’re subscribed so you don’t miss it.

Summary:

In this reflective closing episode of Series 3, Karen explores the emotional and strategic dimensions of building a consultancy or freelance practice where you are the brand. From managing visibility to handling rejection, setting boundaries to staying authentic, this episode offers grounded insights into what it means to work in a way that reflects who you are and sustains you for the long haul.

Key Takeaways:
You are the brand and that brings both visibility and vulnerability
Authenticity doesn’t require overexposure choose what and how you share
Rejection is hard, but not always personal timing and fit matter too
Visibility is part of the job not vanity, but contribution and connection
You can shape your practice intentionally and it’s worth pausing to reflect on how

Links to Relevant Resources:

• Thinking about going freelance or setting up a consultancy in HE? 

• My short courses offer practical guidance to help you take the first steps. Find out more at khlconsulting.co.uk/courses

• KHL Consulting Website: www.khlconsulting.co.uk

• LinkedIn Profile for Karen Heard-Lauréote: www.linkedin.com/in/profkhl

• Network for Educational Enhancement Consultants: https://www.linkedin.com/groups/14409504/

Calls to action:

• Subscribe and Share: If you enjoyed this episode or are finding this series or previous ones helpful, please subscribe and share it with your network.

• Connect on LinkedIn: I’d love to hear your thoughts on today’s podcast, so feel free to connect with me on LinkedIn: www.linkedin.com/in/profkhl

• Look Out for Series 4 Episode 1: We’ll be back soon with the next episode. Make sure you’re subscribed so you don’t miss it!

Podcast Summary

In this episode, Karen Heard-Lauréote reflects on one of the most important and most difficult aspects of running a consultancy or freelance practice: recognising when you're at full capacity and how to say no with care and confidence.

She explores the signs of overload, the quiet guilt of turning down work and the long-term value of becoming more selective. Drawing on lived experience, this episode offers practical strategies for protecting your time, energy and quality of work while maintaining relationships and your professional reputation.

This one’s for anyone who’s ever said “yes” out of obligation, and later wondered how to claw back time for what matters.

Key Takeaways

• Over-commitment has a cost: Every “yes” uses up your creative, emotional and physical energy, not just your time.

• Capacity can be subtle: The signs you’re over capacity aren’t always dramatic. They can be subtle signs, such as brain fog, irritability, or a tendency to procrastinate.

• Saying no protects quality: Turning down work helps ensure the work you do take on gets your full attention and care.

• You can say no without burning bridges: Being honest, prompt, and helpful (such as recommending someone else) helps preserve relationships.

• Project stacking is risky: Overlapping work can lead to blurred focus, deadline collisions, and compromised delivery.

• Pause before you accept: Ask yourself whether the work aligns with your energy, values, and future direction.

• Thinking about going freelance or setting up a consultancy in HE? My short courses offer practical guidance to help you take the first steps. Find out more at khlconsulting.co.uk/courses
• KHL Consulting Website: www.khlconsulting.co.uk
• LinkedIn Profile for Karen Heard-Lauréote: www.linkedin.com/in/profkhl
• Network for Educational Enhancement Consultants: https://www.linkedin.com/groups/14409504/

Calls to Action

• Subscribe and Share: If you enjoyed this episode or are finding this series or previous ones helpful, please subscribe and share it with your network.

• Connect on LinkedIn: I’d love to hear your thoughts on today’s podcast, so feel free to connect with me on LinkedIn: www.linkedin.com/in/profkhl

• Look Out for Series 3 Episode 3: We’ll be back soon with the next episode. Make sure you’re subscribed so you don’t miss it!