A few years ago, during a meeting with a high-level client, something happened that I still remember clearly. We were analyzing their commercial strategy, and something didn’t quite add up. I listened carefully as they explained their approach, and in my mind, I could clearly see the blind spots in their reasoning. I knew that if I didn’t point them out, the outcome wouldn’t be optimal. But suddenly, that little internal voice we all hear at some point appeared: “What if I’m wrong?” “Who am I to question them?” “They’ve been in this industry for years; surely they know something I don’t.” And there I was, with the answer on the tip of my tongue, but frozen by the fear of seeming like someone who didn’t know enough.
That feeling has a name: impostor syndrome. And it’s much more common than it seems, especially in consultative selling.
We were taught that the customer is always right. We were told repeatedly that we must listen, understand their needs, and help them find the best solution. All of that is true, but if we stay at that level, we’re not selling—we’re just taking orders.
And consultative selling is not about that. It’s not about being a mere facilitator. It’s about helping the client see what they are missing, challenging them when necessary, and opening a door to a path they may not have considered.
The problem is that, many times, we don’t dare to do this.
We convince ourselves that the client already knows everything they need to know. We assume that if we propose a different approach, they will reject it. We stay in our comfort zone because “why risk making them uncomfortable?”
But that’s exactly where the value of a consultative seller lies.
Because challenging does not mean being arrogant or imposing ideas. It means asking the right questions—those that provoke reflection, shake up the status quo a little, and often lead the client to say, “I hadn’t thought about it that way.”
That’s why, instead of asking ourselves, “Who am I to challenge them?”, perhaps the real question should be: “If I don’t ask this question, who will?”
Because if in every meeting, the client agrees with everything we say and is never surprised, if we don’t make them question their perspective, if we don’t create that conversation that makes them think differently… maybe we’re not adding as much value as we think.
Overcoming impostor syndrome is not about having more knowledge or experience. It’s about understanding that our role is not to know more than the client about their business but to help them connect dots they are not seeing.
It’s about accepting that discomfort is part of growth. That sometimes, challenging is the greatest act of service we can offer others.
So, I leave you with a question for reflection: When was the last time you confidently challenged a client’s thinking?
I’d love to hear your experiences. Has something similar ever happened to you? Share your thoughts in the comments!
