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There are times when clients need direction, not discovery. Yet for those committed to a client centred approach, knowing when and how to step into a more prescriptive role can be challenging. On the Client Centred programme, you explored how to recognise these moments.
The Prescriptive Style involves giving direct advice, recommendations, or instructions. It assumes that the consultant has expertise that can fill a gap in the client’s knowledge or skill set.
Prescription is most appropriate when the client lacks critical information or when speed is essential, such as during crises. It temporarily shifts the balance of power, as the consultant takes a more authoritative role.
However, heavy reliance on prescription can undermine client ownership, create dependency, and erode the trust built through other styles. It risks reinforcing traditional consultant–client dynamics where the client becomes passive.
On the Client Centred programme, Prescription is not practised as such because it is already the dominant style in most consulting environments. Instead, the focus is on recognising when Prescription is used unnecessarily when it may be necessary and how to return to Catalytic or Acceptance styles after using Prescription.
Use Prescription sparingly, always framing advice as an option rather than a directive. Check in with the client’s readiness to receive input and ensure that even prescriptive moments are in service of client growth, not consultant expertise.
If you found the Client Centred programme impactful and believe it could benefit others in your organisation, consider recommending it to your leaders. Contact us or connect with us on LinkedIn.
