Writing as one engaged in the enterprise, the author discusses critically the possibilities and limitations of psychoanalytic and post-Jungian theorizing in connection with consultancy work in the field of organizations and corporations. Slippage between the individual and more collective perspectives is inevitable and, though intellectually inadequate, may turn out to be useful. Often in such work, the paucity of many approaches to leadership available to consultants becomes apparent. The author contributes some ideas of his own concerning the “good-enough leader.” In the next section of his response, the author discusses whether these consultancy interventions are of any use or not, and concludes, broadly speaking, caveat emptor. Finally, specific ethical challenges inherent in psychoanalytic consultancy work are identified and explored.