Being a consultant is like flying first-class. The food is terrific, the drinks are cold. But all you can do is walk up to the pilot and say, 'bank left.' If you're in management, you have the controls.

The quote "Being a consultant is like flying first-class. The food is terrific, the drinks are cold. But all you can do is walk up to the pilot and say, 'bank left.' If you're in management, you have the controls." by Greg Brenneman offers a vivid metaphor contrasting the roles of consultants and managers. Brenneman, a seasoned executive and turnaround specialist, uses the imagery of air travel to explain the limitations and influence of consultants compared to those in leadership positions.

In this analogy, first-class represents the comfort and prestige often associated with consulting—high compensation, exposure to strategic issues, and proximity to key decision-makers. However, despite these perks, consultants remain advisors, not decision-makers. Like a passenger suggesting a maneuver to the pilot, a consultant can make recommendations, but they don’t actually steer the organization.

By contrast, management holds the controls—meaning they are the ones with real authority and responsibility to implement change. Leaders in management roles must execute, take risks, and be accountable for outcomes. Brenneman’s point emphasizes that while consultants play a valuable role in offering insight and expertise, the true power to act lies with those who lead from within the organization.

This quote ultimately highlights the distinction between influence and control. It encourages professionals to consider whether they want to provide guidance from the sidelines or step into positions where they can drive results and own decisions. For Brenneman, real impact comes from being in the cockpit, not just enjoying the view from a comfortable seat.