Consultant growth (4)-future losses after consultants are overly packaged

How to assess whether a consultant is senior? The title of this consultant has been held for a long time, and the name of the researcher and association has been held, because everyone is saying that the consultant is a job that relies on "Flickering, only when you constantly improve your social status can you hide your customers, because your qualifications represent your professional competence. Is that true? No, but not all.
When I was in Guangzhou last week, I went to a leather company, which is a subsidiary of a Wenzhou company. Since I have been working in Wenzhou for many years, I am very familiar with this enterprise-based group company, some old colleagues are also senior executives in the company. Of course, it also includes competitors of this Group Company. I also do some of their information projects, or I have worked in their direct competitor company. I am facing the financial manager of this company. I talked to her for 35 minutes, because I talked about distribution in ERP, and I only raised two requirements, she did not think about the representative needs in the leather industry. Then I told her the story of Enterprise Informatization in Wenzhou, the background, the status quo, and the ideas of senior management. Then she said OK, no problem, her project can work with us. From this customer, I had dinner with my colleagues in the partner company. One of them told me that you have too many qualifications as a child consultant, it took only half an hour to fold the customer. At that time, I wrote a few modest words and did not elaborate on this matter.
Back home, when I made a summary, I remembered this sentence. From the perspective of work, I was satisfied with my performance. However, I suddenly felt that I was satisfied with this sentence. Is it too complacent? Is there any room for improvement in my work today? Can I ask my colleagues to give me some comments? Or have you learned from a customer, even a knowledge point? When I went to a customer, I was talking about the companies I used to serve, the projects I used to do, and whether I was using these well-known companies to post money on my face? Can I not mention the above-mentioned companies, nor my previous work and project experiences, but objectively discuss the customer's projects to gain the customer's approval?
Suddenly, do I need to remove my glamorous coat from the consultant's perspective? Because the consultant needs to consider continuous learning and progress, and if there is a bright coat, there will be a heavy burden, it is easy to remember the past, rather than simply move forward, continuous improvement.
Or there is a more serious problem. If the consultant is over-packaging just to impress the customer, the consequences may be more serious. On one occasion, I saw an overview of "senior consulting consultant" on the website of a company, saying that I had consulting and implementation experience on N projects and how many years of industry experience I had, suddenly I found that this person was a network administrator of a clothing company three months ago. How did he become a "senior consulting consultant" overnight? Is there excessive packaging? The software industry is actually a very small circle. When talking with customers one day, I suddenly said: a consultant from a certain company (referring to the person I said) the capabilities are really not good. How many project experiences are there. Let's work on the project here, and there may be several more common problems. I told their boss directly that you should not come next time or change people. In fact, I think if this consultant is too high-profile in front of the company and puts himself in a too high position, it will be "The station is high, the fight is fierce ", the main reason is that the Foundation is not deep enough. However, I think this packaging may be a marketing strategy of the company, but if you meet a customer who understands the truth, the company's business will eventually be affected.
Therefore, the consultant is a consultant because he is constantly learning, absorbing nutrition, and incorporating his own thinking system, and then imparting systematic knowledge to the customer. Therefore, the consultant put down the shelf to learn from the customer, or is more likely to be recognized by the customer, has a sincere learning attitude to the customer, or your project is easier to succeed. Otherwise, over-packed consultants are placed on a high shelf, which is easy to be out of touch with customers and easily fall down from the altar. There is a saying: If you come out and get mixed up, you will pay it back sooner or later.
The consultant does not want to "cheat", but to learn and communicate, and needs continuous growth.