Consulting Performance The Consultant’s Core Where Do I Fit and What Responsibility Do I Take? June, 2002 Version 2002.6/c...
The Consultant’s Core <ul><li>Managing Yourself  </li></ul><ul><ul><li>This is what I am good at – my strengths </li></ul>...
Managing Yourself <ul><li>What are my strengths?  </li></ul><ul><li>How one performs is individual -  know WHAT you do wel...
What are my strengths <ul><li>Feedback Analysis </li></ul><ul><li>Focus </li></ul><ul><ul><li>First and foremost concentra...
How Do I Get Things Done <ul><li>What mode do I prefer? </li></ul><ul><ul><li>Reader or listener </li></ul></ul><ul><ul><l...
Working With Others <ul><li>Do I work well with other people, or am I a loner? </li></ul><ul><ul><li>(In what relationship...
Working With Others <ul><li>Decision-maker or advisor </li></ul><ul><ul><li>Can you take the burden of the decision? </li>...
Objective <ul><li>Don’t try to change yourself, but improve the way that you perform best now. </li></ul><ul><li>In other ...
What are my values <ul><li>To manage yourself you have to know your own values </li></ul><ul><li>The “mirror test” </li></...
Where do I belong <ul><li>Decide based upon previous questions: </li></ul><ul><ul><li>What are my strengths? </li></ul></u...
How to say NO <ul><li>Knowing the answer enables you to say to an opportunity, a potential assignment: </li></ul><ul><li>“...
Taking Relationship Responsibility <ul><li>Consultants achieve through others </li></ul><ul><ul><li>They are advisors ie. ...
Delivering Effective Performance <ul><li>The practice requires observation of your clients: </li></ul><ul><ul><li>How to a...
Delivering Effective Performance (2) <ul><li>Take responsibility for communications </li></ul><ul><li>Explain to your cowo...
The Trusted Advisor <ul><li>Organisations are no longer build on force </li></ul><ul><li>They are increasingly built on tr...
The Consultant’s Core <ul><li>Summary </li></ul><ul><li>Managing Yourself </li></ul><ul><li>Taking Relationship Responsibi...
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Consulting Performance - The Consultant's Core

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This presentation discusses, for a consultant, Where Do I Fit and What Responsibility Do I Take?

Topics covered are: 1. Managing Yourself (This is what I am good at – my strengths, This is how I work,
These are my values, This is where I belong, This is how and when I say NO) 2. Taking Relationship Responsibility 3. To manage oneself requires taking relationship responsibility 4. Effective Performance – delivering as a Consultant 5. The Trusted Advisor.

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Consulting Performance - The Consultant's Core

  1. 1. Consulting Performance The Consultant’s Core Where Do I Fit and What Responsibility Do I Take? June, 2002 Version 2002.6/c Prepared by Walter Adamson 2002. [email_address]
  2. 2. The Consultant’s Core <ul><li>Managing Yourself </li></ul><ul><ul><li>This is what I am good at – my strengths </li></ul></ul><ul><ul><li>This is how I work </li></ul></ul><ul><ul><li>These are my values </li></ul></ul><ul><ul><li>This is where I belong </li></ul></ul><ul><ul><li>This is how and when I say NO </li></ul></ul><ul><li>Taking Relationship Responsibility </li></ul><ul><li>To manage oneself requires taking relationship responsibility. </li></ul><ul><li>Effective Performance – delivering as a Consultant </li></ul><ul><li>The Trusted Advisor </li></ul>
  3. 3. Managing Yourself <ul><li>What are my strengths? </li></ul><ul><li>How one performs is individual - know WHAT you do well </li></ul><ul><li>Know consciously HOW you get things done </li></ul><ul><li>Get exceptional results by performing WHAT you are good at HOW you perform best. </li></ul><ul><li>How do I learn? </li></ul><ul><li>Do I work well with people, or am I a loner? </li></ul><ul><li>What are my values? </li></ul><ul><li>Where do I belong? </li></ul><ul><li>How do I say no? </li></ul>
  4. 4. What are my strengths <ul><li>Feedback Analysis </li></ul><ul><li>Focus </li></ul><ul><ul><li>First and foremost concentrate on your strengths </li></ul></ul><ul><ul><li>Place yourself where your strengths can produce optimum performance and results. </li></ul></ul><ul><ul><li>Work on improving your strengths </li></ul></ul><ul><ul><li>Be aware of disabling ignorance – being too bright! </li></ul></ul><ul><ul><li>Remedy bad habits (improved civility and manners) </li></ul></ul><ul><li>Do Not spend time or energy on low competencies </li></ul><ul><ul><li>Plenty of areas “below minimum endowment to make a difference” </li></ul></ul><ul><ul><li>In these areas DO NOT take on work, jobs assignments </li></ul></ul><ul><ul><li>Waste as little time as possible on areas of low competence </li></ul></ul><ul><li>Make your competencies stronger, not your incompetencies mediocre. </li></ul>
  5. 5. How Do I Get Things Done <ul><li>What mode do I prefer? </li></ul><ul><ul><li>Reader or listener </li></ul></ul><ul><ul><li>Visual – words or diagrams </li></ul></ul><ul><li>How do I learn? </li></ul><ul><ul><li>Note taking </li></ul></ul><ul><ul><li>Listening to others </li></ul></ul><ul><ul><li>Listening to myself </li></ul></ul><ul><ul><li>Writing to others </li></ul></ul><ul><li>How do I act on my knowledge of how I learn? </li></ul><ul><ul><li>Action and decision-making </li></ul></ul><ul><ul><li>Contemplation and reflection </li></ul></ul><ul><ul><li>Revision and writing </li></ul></ul><ul><ul><li>Discussion and debate </li></ul></ul>
  6. 6. Working With Others <ul><li>Do I work well with other people, or am I a loner? </li></ul><ul><ul><li>(In what relationship do I work well?) </li></ul></ul><ul><ul><li>Team member, mentor, coach, subordinate, boss </li></ul></ul><ul><ul><li>Under stress, highly structured, minnow, big fish, </li></ul></ul><ul><ul><li>Decision-maker or advisor? </li></ul></ul><ul><ul><li>Elephant or flea? </li></ul></ul>
  7. 7. Working With Others <ul><li>Decision-maker or advisor </li></ul><ul><ul><li>Can you take the burden of the decision? </li></ul></ul><ul><ul><li>Can help decision makers take time to hear advice? </li></ul></ul><ul><ul><li>Do you enjoy the pressure of the decision? </li></ul></ul><ul><ul><li>Do you enjoy the pressure of advising? </li></ul></ul><ul><li>Many advisors cannot take the pressure of the decision. Many decision-makers need an advisor to force themselves to think, but then take the decision and act upon it with speed and confidence. </li></ul>
  8. 8. Objective <ul><li>Don’t try to change yourself, but improve the way that you perform best now. </li></ul><ul><li>In other words </li></ul><ul><li>Optimise your investment in yourself and set targets to reach in your competent areas. </li></ul>
  9. 9. What are my values <ul><li>To manage yourself you have to know your own values </li></ul><ul><li>The “mirror test” </li></ul><ul><ul><li>What kind of person do I want to see when I look in the mirror each morning? </li></ul></ul><ul><li>Value conflicts lead to non-performance and frustration </li></ul><ul><ul><li>People have values </li></ul></ul><ul><ul><li>Organisations have values </li></ul></ul><ul><ul><li>They need to be close enough to coexist </li></ul></ul><ul><ul><li>If not you will not produce results </li></ul></ul><ul><li>Values are the ultimate test </li></ul>
  10. 10. Where do I belong <ul><li>Decide based upon previous questions: </li></ul><ul><ul><li>What are my strengths? </li></ul></ul><ul><ul><li>How do I perform? </li></ul></ul><ul><ul><li>What are my values? </li></ul></ul><ul><ul><ul><ul><ul><li>WHERE DO I BELONG? </li></ul></ul></ul></ul></ul><ul><li>At least decide where you do NOT belong </li></ul><ul><li>Say “NO” to work where you do not belong. </li></ul><ul><ul><li>Say no if you do not perform in a large organisation </li></ul></ul><ul><ul><li>Say no if you do not perform as a decision-maker </li></ul></ul><ul><ul><li>Say no if you do not perform as an advisor/coach </li></ul></ul>
  11. 11. How to say NO <ul><li>Knowing the answer enables you to say to an opportunity, a potential assignment: </li></ul><ul><li>“ Yes I will do that, but : </li></ul><ul><ul><li>this is the way I should be doing it </li></ul></ul><ul><ul><li>this is the way it should be structured </li></ul></ul><ul><ul><li>this is the way my relationships should be </li></ul></ul><ul><ul><li>these are the kind of results you should expect from me, and </li></ul></ul><ul><ul><li>in this time frame </li></ul></ul><ul><ul><li>because this is who I am .” </li></ul></ul><ul><li>An opportunity will produce outstanding results if you have selected it by knowing your strengths, how you work, and your values. </li></ul><ul><li>Knowing where one belongs makes ordinarily competent people into outstanding performers. </li></ul>
  12. 12. Taking Relationship Responsibility <ul><li>Consultants achieve through others </li></ul><ul><ul><li>They are advisors ie. effective through other people </li></ul></ul><ul><ul><li>Therefore they must take relationship responsibility </li></ul></ul><ul><li>Accept that others are individuals with individual strengths, ways of working and values. </li></ul><ul><li>To deliver effective performance you must know your colleagues: </li></ul><ul><ul><li>Strengths </li></ul></ul><ul><ul><li>Performance modes, and </li></ul></ul><ul><ul><li>Values </li></ul></ul>
  13. 13. Delivering Effective Performance <ul><li>The practice requires observation of your clients: </li></ul><ul><ul><li>How to adapt yourself </li></ul></ul><ul><ul><li>How to be effective </li></ul></ul><ul><ul><li>What are their strengths? </li></ul></ul><ul><ul><li>How do they work? </li></ul></ul><ul><ul><li>What are their values? </li></ul></ul><ul><li>The first secret of effectiveness is to understand the people with whom one works and on whom one depends and to make use of their strengths, their ways of working, their values. </li></ul>
  14. 14. Delivering Effective Performance (2) <ul><li>Take responsibility for communications </li></ul><ul><li>Explain to your coworkers: </li></ul><ul><ul><li>This is what I am good at </li></ul></ul><ul><ul><li>This is how I work </li></ul></ul><ul><ul><li>These are my values </li></ul></ul><ul><ul><li>This is the contribution I can make, and the results I should be expected to deliver. </li></ul></ul><ul><li>It it incumbent on the consultant to make sure that others understand what they are trying to do, why they are doing it, how they are going to do it, and what results to expect. Drucker 2001 (paraphrase) </li></ul>
  15. 15. The Trusted Advisor <ul><li>Organisations are no longer build on force </li></ul><ul><li>They are increasingly built on trust </li></ul><ul><ul><li>People trust one another </li></ul></ul><ul><ul><li>People understand one another </li></ul></ul><ul><li>Therefore taking relationship responsibility is an absolute necessity – a duty. </li></ul><ul><li>Whether one is a member of the organisation, or a consultant to it … one owes relationship responsibility to everyone with whom one works, on whose work one depends. Drucker 2001 </li></ul>
  16. 16. The Consultant’s Core <ul><li>Summary </li></ul><ul><li>Managing Yourself </li></ul><ul><li>Taking Relationship Responsibility </li></ul><ul><li>Effective Performance – delivering as a Consultant </li></ul><ul><li>The Trusted Advisor </li></ul><ul><li>Contact </li></ul><ul><li>Walter Adamson </li></ul><ul><li>[email_address] </li></ul><ul><li>Skype: walter </li></ul><ul><li>M: +61 403 345 632 (Australia) </li></ul>
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