Why Organizations Avoid External Help – And Why That Can Be a Costly Mistake!
Since jumping into the MC³ saddle just over a month ago, I’ve been flat out in conversations with organizations crying out for help. Here’s the big takeaway so far: while the need for support is urgent, the real blocker isn’t resources or capability — it’s the ostrich effect. First coined by Galai & Sade in 2003, the term comes from the (false) belief that ostriches bury their heads in the sand to avoid danger. It describes a powerful cognitive bias: avoiding potentially negative but valuable information — like feedback or progress metrics — simply because it’s uncomfortable. And right now, it’s everywhere.
When businesses hit a growth ceiling or start to decline, the warning signs are often clear—flatlining revenues, declining customer engagement, staff turnover, or an overwhelmed leadership team unsure of the next move. Despite these signals, many organizations resist bringing in external professional help, even when it's urgently needed. Understanding this reluctance—and why overcoming it is crucial—can be the difference between revitalization and ruin.
Symptoms of a Business Struggling to Grow or Failing
Before diving into the reasons behind hesitation, let’s define the symptoms that indicate a company may be in trouble:
Stagnant or declining revenue: No matter how much effort goes in, the financials aren’t moving.
Loss of market relevance: Newer competitors are gaining traction while your brand fades.
High employee turnover or low morale: Talented staff leave or disengage, sensing instability.
Poor decision-making or reactive strategy: Leadership is stuck in firefighting mode, lacking long-term vision.
Customer churn or dissatisfaction: Loyal customers begin to drift, and new ones don’t stick.
Cash flow issues: Struggles to pay suppliers, make payroll, or invest in growth initiatives.
Operational inefficiencies: Bottlenecks, outdated systems, or siloed departments that hinder agility.
These red flags should trigger decisive action. But too often, they are met with internal attempts to “push through” instead of seeking qualified outside guidance.
Why Organizations Hesitate to Seek External Help
There are several reasons why businesses avoid bringing in consultants, advisors, or interim executives:
Pride and ego: Founders and leaders often feel admitting failure reflects poorly on their competence.
Cost concerns: External help can be perceived as expensive, especially when cash flow is tight.
Fear of change: External experts may challenge entrenched processes or power structures.
Lack of trust: A fear that outsiders won’t understand the business or industry nuances.
Previous bad experiences: One poor engagement can create lasting skepticism about all consultants.
Cultural resistance: Teams may view external advisors as threats or interlopers.
These fears are understandable but dangerously shortsighted. Inaction or insular thinking often worsens the problem.
Why External Expertise Is Vital in Times of Struggle
Hiring an external advisor is not an admission of failure—it’s a strategic investment in the future. Here’s why bringing in outside help is not only smart, but often necessary:
Fresh perspective: Outsiders aren’t bogged down by internal politics or legacy assumptions. They bring objectivity and new ideas.
Experience across industries: Professionals who have worked with multiple businesses can apply proven frameworks and best practices.
Focus and speed: External help is dedicated to a specific mission, cutting through distractions and accelerating change.
Unbiased insights: Advisors can tell the hard truths leadership needs to hear, without fear of internal consequences.
Specialized skills: Whether it's turnarounds, marketing, finance, or operations, external experts bring deep domain knowledge.
Change management support: Transitioning out of a crisis requires careful guidance—something internal teams often aren’t equipped to do alone.
Benefits of Bringing in External Help
Organizations that embrace external guidance can see major transformations:
Clarity and strategy: Clear plans for stabilizing operations and rebooting growth.
Enhanced performance: Streamlined systems, KPIs, and accountability structures.
Market competitiveness: Renewed branding, customer strategies, and value propositions.
Employee alignment: A shared direction and morale boost through visible leadership.
Sustainable growth: Long-term improvements, not just quick fixes.
Sometimes the act of engaging an outsider sparks a cultural shift—showing the team that leadership is committed to doing what it takes.
The Pitfalls of Ignoring the Need for Help
Failure to bring in outside expertise when needed can lead to:
Worsening financial decline: Problems compound while decisions are delayed.
Lost market position: Competitors fill the void left by your stagnation.
Internal burnout: Leadership and teams wear down from prolonged uncertainty.
Missed opportunities: A lack of strategy means chances for innovation or partnerships are lost.
Eventual closure: Many businesses that fail had early warning signs—and ignored them.
Final Thoughts
No business grows indefinitely without encountering turbulence. The strongest organizations aren't those that avoid problems, but those that recognize when it's time to seek help. Hiring external expertise is not a sign of weakness; it's a courageous, proactive step toward reinvention.
In an era where speed, adaptability, and outside-in thinking are crucial, bringing in professionals who’ve "been there, done that" could be your most powerful move yet.
Thoughts welcomed as always!
MC
