Over many years of being a London-based thought leadership consultant, writer and ghost-writer, I have found that it can be a deeply personal relationship. You are taking a business leader, founder or C-suite and shaping the voice, mood and even opinions that are ascribed to their business or organisation. You become a trusted shadow member of the C-suite itself, and often a confidante to leaders, CEOs and Chairs. You know where they know the bodies are buried, so to speak.

Often, I have carried out these relationships remotely for years, but I do find that even closer work can be done with in-person meetings, however irregular they may be. They help the thought leader themselves to build further trust with you as a consultant and enable you to draw out details that may otherwise be missed. It could be that their daughter is in the running for the Olympic swimming team, that they are caring for elderly parents alongside their job, or that they have strong views about something in the news that you have never discussed before.

Now, much of this may not be something that you or they want to use in speeches, editorials or opinion pieces ascribed to the leader in question, but it can shape some of the language, decisions and arguments that you make. Yes, it’s really nice to share a coffee, wine or dinner with someone you are working closely with, but chewing the fat rather than interrogating them in a Zoom call offers you a new perspective on their needs, strengths and, importantly, language.

I pride myself on being a top interviewer, but the casual chat can tell you things that you cannot pick up with questions alone. It shows you the wrinkle of an eye during a punchline, that they damaged their left hand in a football game as a teenager and that they are allergic to plums.

In a novel or a script you would call this back story: the insignificant details that could change how a character behaves, walks or holds themselves. It gives you insight into hopes, fears and loves. I find that these in-person meetings in London take the relationship to a new level, even with a recent client.

Obviously this offers a lot to the client, too. They get to know you, but, most of all, they can get across small points that may not seem relevant or appropriate in formal or rushed online meetings, especially in group settings. They can open up, express concerns or ambitions and shape their journey as a leader more informally. You can throw ideas around, reject what you both loved ten minutes ago and help take their organisation on a new journey backed by inspiration.

Sound interesting? You supply the coffee, I supply the biscuits: iain@thisidea.co.uk.