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Consulting skills


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the key skills for successful consultant

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Consulting skills

  1. 1. Core Consulting Skills
  2. 2. Robert Fonteijn  Three jobs  Recent work I am especially proud of  A background in industry and consulting - in many countries
  3. 3. Elevation Learning  Formed 1989  Competence development for knowledge based businesses: consulting as well as (mostly tech- driven) industrial companies  Sister company GreySpace: consulting to knowledge-based businesses  We are Glocal  Voted “Most Outstanding Training Centre” by Institute of Consulting in 2009 and 2010
  4. 4. The CONSULT process ClosureInterventionDiagnosisContractingEntry Pitching Developing a proposal Working with client Following up a lead Selling Delivery
  5. 5. Course program 1. Introduction 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 6. Closure  Situation appraisal  Handling meetings and Influencing  Developing terms of reference  Working in teams  Client handling  Problem solving  Creativity in creating solutions  Choice of recommendations  Structured communication  Change management
  6. 6. Your own learning priorities “What would enable you to make a real difference in one of your client relationships right now”? Please discuss in your table groups any additional, very specific things you want to learn during this training. In 5 minutes, each table will be asked for their learning priorities.
  7. 7. The “contract” – mutual expectations  Timekeeping  Mobile phones and laptops  The use of English  Diversity  Feedback
  8. 8. Roadmap of this session  What is a « business »  Distance  Different types of consulting  Getting involved downstream  Opening up  Levels at which we work  Value  A portfolio of roles consultants play
  9. 9. Thinking about a « business » Source: Business Model Generation Customer segments Value proposi- tions Customer relation- ships Channels Key activities Key capabilities Cost structure Revenue streams Key partners
  10. 10. Consulting is delivering specialist skills in a client environment The Business Organization Consultant
  11. 11. Different types of consulting Strategic Mgt Technical Degrees of freedom High Low Form of problem Ill-defined Well-defined Nature of solution Not bounded Bounded Focus On process On precedent
  12. 12. Elixir Your client Your client’s customers It’s about helping clients think about the best way to translate Elixir’s capabilities into competitive advantage Getting involved with end users Your client’s people
  13. 13. Consulting has its own sales process A demand-driven sales process opens up to define the offering, before closing down A supply-driven sales process starts with an offering – so it focuses from the start on closing down
  14. 14. Different levels on which we work The ends the client is trying to achieve The problems that stand in the way of the purpose being achieved What must be done to solve the problems How to put the solutions in place Purpose Issues Solutions Implementation
  15. 15. The Benefits Matrix Think about the various categories of benefits that Elixir can deliver. Financial Short term Non-Financial Medium term
  16. 16. Categories of benefits 1. Financial vs non-financial 2. Tangible vs intangible 3. Short-term vs long-term 4. Direct vs indirect 5. Business vs personal 6. Fixed vs variable PS: all of these can be quantifiable or not
  17. 17. Different roles consultants can play Valuable Resource Subject matter expert plus a linked field Subject matter expert Trusted Advisor Breadthofbusiness knowledge Depth of personal relationship Source: David Maister – The Trusted Advisor
  18. 18. Course program 1. Situation appraisal 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  19. 19. Stakeholder analysis What do they want to happen? Why? Who are the key people involved in this? Their degree of influence?
  20. 20. What sort of things people want to happen  “PECOT”: political, economic, commercial, operational and/or technical  Often, business needs are a mix of these five categories  Expressions of needs, pain and/or concern are often linked to the level in the organization we’re dealing with: professionals, managers or CxO
  21. 21. Top team STRATEGY - Margins - Market share - Customer satisfaction Middle Management TACTICS Cost Professionals OPERATIONS Performance What’s on their mind?
  22. 22. The Pain Chain In an organization, everything is dependant on everything else. Pain chains are pictures that show: 1. The key players and their pain, 2. The reasons for this pain, and 3. The impact of this pains on others. Why would this be of interest to us ?
  23. 23. Issue analysis = asking a simple question What worries me in this situation?
  24. 24. Template for the exercises 1. Preparation is done together in groups – either in the main training room or in breakout. 2. Some exercises involve meetings and role play. 3. Each exercise is followed by feedback and recording of the main learning points. These points will be bundled into an Elixir “Best Practice Manual”.
  25. 25. Exercise 1 Issue analysis You have read the Tanika case study as part of your pre- course work. 1. Make a list of issues that you are worried about (10’). 2. Categorize these items in a way that makes sense to you (5’). 3. Report back on your work and share any questions you have about issue anaysis.
  26. 26. Course program 2. Handling meetings and Influencing 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  27. 27. Why clients choose consultants People Sector experience Functional experience Existing relationship Price Brand Other Source: IMC/Penna survey
  28. 28. Consequences:  In consulting, you cannot separate the product (the solution) from the deliverer (the consultant)  So, you must be very professional in all the interactions that happen during a project  Let’s explore the most usual interaction:the meeting.
  29. 29. Meetings: Nine objectives Fall back Realistic Stretch Giving and receiving information Progressing the work Building the relationship
  30. 30. The default agenda 1. Greeting 2. Pleasantries 3. Bridge to business – background – purpose and brief agenda – time check 4. Meeting specific – agenda items 5. Next steps - summary and actions - back to pleasantries The 3rd part: 10% of the time The 1st part: 10% of total The 2nd part: 80% of the time
  31. 31. The first part of a meeting 1. Introduction 2. Pleasantries 3. Purpose 4. Time check 5. Agenda
  32. 32. You never get a second chance to make a first impression 38% 55% 7%
  33. 33. First impressions 1. People hold on to them – and seek to reinforce them 2. Look contemporary and appropriate. Look like an expensive external 3. Treat people as if they are your peers 4. Put the other person at ease. Speak in level, clear voice, ask questions, listen 5. Once a good impression is made, try and find ways to show you can deliver against it
  34. 34. During meetings 1. Probe 2. Take notes 3. Summarize
  35. 35. Improving your ability to influence requires judging how best the other person will be influenced... by being liked: attentive and helpful? by your professional credibility and authority? by providing logic and data? ... and adapting your style to the situation ?
  36. 36. Influencing skills that work  Rapport  Ask for what you want  Saying “No  Active listening  Asking questions Source: Jenny Rogers, Coaching Skills
  37. 37. “Rapport”  Be non-judgmental  Match – find things you have in common  Pace someone’s reality – speak at the same pace and pitch as they do  Focus on understanding things from their point of view
  38. 38. Listening skills Four pieces of advice 1. Let go of your own agenda 2. Focus on the speaker 3. Encourage the speaker 4. Discuss the content, summarize and demonstrate understanding
  39. 39. Effective behaviors Listen Ask Absorb Understand Opening Talk Tell Explain Defend Pull Closing Push Increase rapport Decrease rapport
  40. 40. To persuade clients, you need to talk in terms of the WHAT and WHY HOW Consultants are often most interested in the means (the HOW), but clients are more interested in ends (the WHAT and the WHY) WHAT WHY
  41. 41. An international perspective Relationship-focused, versus… Business depends on building good relationships Deal-focused Getting the job done is the most important criterion Formal, versus ………………….. Relationships are formal and respectful Business style is top-down Reporting lines are strict and respected Informal Relationships are casual Style is egalitarian Matrix system Timekeeping, scheduling and long-term planning are central Crisis management, lack of punctuality, flexibility Reserved, versus ………………. You do not show emotion Expressive You are expected to show emotion
  42. 42. Exercise 2 The first meeting You will now prepare for a meeting with Tanika’s CEO, Thomas Keranen. In reality, such a meeting would be scheduled to last for at least an hour. In this course, you will only play the first 10 minutes of the meeting. So do not hurry through your agenda! - You will prepare together in your groups. - Two of each group will play consultants. The others will play observers. - The observers will lead the short feedback session that you will hold in your breakout room.
  43. 43. Course program 1. Developing terms of reference 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  44. 44. Difficulties occur mainly because of a mismatch of expectations  What is to be covered - the scope?  What is the client going to get - and when?  What are the respective responsibilities of consultant and client?  How is the engagement to be managed - e.g. progress review meetings AND  What are the unwritten expectations of this client? Be clear about:
  45. 45. There are certain things which need to be clear between consultants and client Why - the client objectives What - the assignment objectives How - the means The client context Who is the client? What do they want to happen? Scope The areas of concern to be addressed Outputs The deliverables to the client Approach: The method to be used Program of work: How this works out in real time Resourcing: from client as well as consultancy Management: how the project is to be managed
  46. 46. Exercise 3 Terms of reference Following the meeting with Thomas, please draw up terms of reference: - Define who is the client - Select a shortlist of issues - For each issue, formulate a deliverable (Do not discuss the « How » at this stage)
  47. 47. Course program 2. Working in teams 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  48. 48. Teamwork in consulting: 3 comments 1. Without teamwork we cannot be successful 2. We are part of a multitude of teams 3. Stress levels in our work are high Why ?
  49. 49. Key challenges for teamwork in consulting  We lack power  We are often squeezed between the firm and the client  We are who we are  Clients make our lives difficult Stress levels are high
  50. 50. Course program 3. Client handling 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  51. 51. Seven vital signs of a healthy project and client relationship
  52. 52. Seven vital signs 1. Stakeholders are committed 2. Business benefits are realised 3. Work and schedule are predictable 4. Project team is high performing 5. Scope is realistic and managed 6. Risks are mitigated 7. Team member benefits are realised
  53. 53. Vital sign 1: Stakeholders are committed • Executive incentives tied to project results • Investments are made in change management and training • Stakeholder management plan in place and fully implemented • No executive sponsor visible • People resisting or even sabotaging efforts • More energy put into resisting than supporting ideas • No “experts” available Unhealthy signsHealthy signs Actions Stakeholder management plan is fully implemented and maintained The right sponsor is appropriately engaged  Regular Steering Committee meetings are being held, decisions and actions are being taken in a timely fashion and are effective All appropriate stakeholder groups are effectively represented
  54. 54. Governance and project team should be fit-for- purpose and stakeholders managed proactively Project team Steering group Stakeholders and key users
  55. 55. Vital sign 2: Business benefits are realized • A compelling reason exists to implement • Focus on best net downstream benefits, not just cost • The expected benefits are measured and shared • “Why are we doing this ?” • “This is costing too much”. • Focus is on executing the plan, not achieving benefits. Unhealthy signsHealthy signs Actions The business case is clearly and convincingly articulated The solution will appropriately support the desired outcomes and costs The quality of work products is appropriate Benefits tracking is ongoing and meaningful
  56. 56. Vital sign 3: Work and schedule are predictable • Everyone gives the same definition of deliverables • Good evidence and sense of control • Slippage happens only when predicted, and is readily dealt with • Can’t describe what finished means • Uncontrolled - poor plans, controls, tracking mechanisms • Slippage comes as a surprise Unhealthy signsHealthy signs Actions Project plan is accepted and used, and there is confidence in progress report accuracy and estimates to complete Milestones and deliverable acceptance criteria are accepted Approach is appropriate and followed Appropriate resources are scheduled
  57. 57. Vital sign 4: Project team is high performing • Individuals and groups are supporting each other • Energy is high and positive • High levels of collaboration • The team is diverse • The tension can be felt • Low energy and enthusiasm • Turnover is high • Working conditions are poor Unhealthy signsHealthy signs Actions Appropriate breadth, depth and calibre of skills are engaged Morale, motivation, energy and collaboration across teams are high Environment and facilities support productive and effective teamwork Roles and responsibilities are clear
  58. 58. Vital sign 5: Scope is realistic and managed • Evidence of ongoing healthy challenging and negotiation • Active issues log on scope items • Written agreements and work statements regularly reviewed and updated if needed • Scope is seldom challenged or discussed • Scope issues and problems brushed off • Scope issues are not tracked in writing Unhealthy signsHealthy signs Actions Scope management plan is implemented Organizational, systems, and geographic boundaries are defined Scope exclusions/assumptions are clear Proposed/agreed changes to terms are appropriately reflected in costs, schedules and responsibilities
  59. 59. Vital sign 6: Risks are dealt with • Documented plan is executed • Test-it-first tactics • Active probing for problems versus just waiting for issues to come up • Avoiding issues is the norm • All-or-nothing tactics • Wait and see attitudes Unhealthy signsHealthy signs Actions Risk management plan is fully implemented, maintained and supported Risks are proactively sought in meetings and discussions and are dutifully identified, documented and assigned for follow-up Risk tracking and reporting are appropriate and timely Mitigations are effective
  60. 60. Vital sign 7: Team member benefits are realized • People feel they are learning • Good press is being created • The right balance of emphasis on project benefits than project costs • Good staff want to leave the project • Negative remarks about doing the work • Staff overworking to catch up Unhealthy signsHealthy signs Actions It is clear how the project will help the reputation of change agents in the business It is clear how project will help team members’ careers Project is recognized for how it will contribute to Elixir’s success
  61. 61. The 7 Vital Signs can be a useful engagement management tool RAG R R A G R A G Stakeholders are committed Business benefits are realised Work and schedule are predictable Project team is high performing Scope is realistic and managed Risks are mitigated Team member benefits are realised E.g. Comments
  62. 62. Rights and duties... Are the two faces of the same coin. Duties are what we owe to others, while Rights are what they owe to us, such as:  Honesty and integrity  Respect  Keep promises  Keep informed Remember that you can demand them from others only if you offer them yourselves. This applies to colleagues as well as clients
  63. 63. Educating clients  Focuses on results  Thinks about what can be done right now  Measures progress against milestones  Never moves the goalposts  Is involved and available  Keeps asking questions  Is not afraid to appear stupid  Is able to take decisions along the way  Does not accept the easy options  Expects nor accepts miracles A good client :
  64. 64. The Ball Game  Two teams: Red Team and Blue Team  Both teams write a list of objections or unpleasant things that clients have told you – or that you hope clients will never tell you  Someone in Blue Team throws the ball to someone in Red Team. An objection follows. RedTeam will answer. Answer will be debated and points will be awarded for quality of the answer.  One team will win.
  65. 65. Course program 1. Problem solving 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  66. 66. Main learnings 1. There is great value in adding structure to business problems. 2. The method has two phases: opening up (to better understand the problems) – and closing down (working towards solutions). 3. This method is international best practice. However, it is up to each of us to use the method effectively.
  67. 67. The logic and fact-based problem solving loop Problem definition and Breakdown Synthesis and Recom- mendations Client problem? Issue Analysis and Work Planning Hypothesis Formulation
  68. 68. The method has four main stages 1. Problem Definition and Problem Breakdown 2. Hypothesis Formulation 3. Issue Analysis and Work Planning 4. Making Solution Recommendations
  69. 69. Some benefits of the method By employing this method, we aim to avoid some difficulties that are common in the consulting business:  Expansion of scope of the engagement - scope creep.  Lack of focus and waste of time at the start.  Jumping to conclusions.  Endless analysis – especially before it is clear what precisely the purpose of the analysis is.  Deadlock due to scarce resources.
  70. 70. The main elements of the method 1. It starts with the business need. In fact, a lot of time is spent on finding out what the problem is that we now decide to address. 2. It is highly structured. 3. The tension between intuition and data. Data collection in this method only happens at stage 3 – Issue analysis (not before).
  71. 71. Let’s start out with a few definitions  A Problem is the difference between today’s situation and a desired future situation (so it can be an opportunity too)  A Hypothesis is something that « perhaps a client should do » to bridge the gap between current situation and desired situation (this is where creativity is required)  An Issue analysis is a series of questions that must be answered to prove or disprove a hypothesis  A Recommendation is an action to solve a problem; a sentence that starts with the words: « You should »
  72. 72. The method: steps, tools and outputs Steps 1 2 3 4 5 Problem definition Problem breakdown Hypothesis formulation Issue analysis Recommen- dations Tools Criteria Problem forks MECE Criteria Issue forks Work plans Criteria Outputs Sub- problems Hypotheses Research
  73. 73. Successful problem-solving is dependent on a good problem definition Clear definition of problem to be solved / opportunity to be exploited Five characteristics of good problem definition 1.A thought-provoking question or statement 2.Specific, not general 3.Actionable and debatable 4.Often includes measures on the gap between “what is” and “what should be” 5.Provides focus to you, your team and your client
  74. 74. The next step is to think and work logically using problem forks Problem forks help you to:  Reduce a complex problem into a group of smaller simpler problems  Better structure your experience base and increase its value  Identify the key forces in play / drivers  Save energy by prioritizing and focusing  Guide and coach colleagues and clients
  75. 75. How do you create these forks? You create good problem forks by:  Starting at 30,000 feet and zooming in  Realizing that there are different angles to look at a problem  Use your client’s language!
  76. 76. The sub-problems in an effective problem fork must be Mutually Exclusive, Collectively Exhaustive A MECE problem fork helps you to see all aspects of the problem and only look at each aspect only once … … as well as avoid missing a possible important part of the problem. … and so avoid looking into the same thing twice…
  77. 77. Exercise 4 Problem definition and breakdown - In exercise 3 you have formulated some issues for Tanika. - Choose two of these issues and produce good problem definitions. - For both problem definitions, please produce problem beakdowns. Go at least two levels down.
  78. 78. Course program 2. Creativity techniques 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  79. 79. The logic and fact-based problem solving loop Problem definition and Breakdown Synthesis and Recom- mendations Client problem? Issue Analysis and Work Planning Hypothesis Formulation
  80. 80. Generating ideas (1) : brainstorm  Suspend judgment - go for quantity, not quality  Start individually, then share  Build on others’ ideas or combine them
  81. 81. Generating ideas (2): Creativity templates 1. A second method for idea generation 2. Adds structure to the work 3. The templates are patterns in the content of new ideas In essence, the template method replaces an open- ended divergent thinking task by an analytic convergent thinking task
  82. 82. Some templates and examples 1. Another dimension* 2. Feedback* 3. Merging* 4. Remove tension* 5. Segmentation* 6. Taking out* 7. The other way round* 8. Turn lemons into lemonade*
  83. 83. An early hypothesis serves as a guiding light for you, your team and your customer  Use your experience efficiently  Limit the number of analyses  Make problem solving process transparent  Focus on actionable recommendations Hypothesis
  84. 84. Five tricks to turn problem forks into hypotheses 1. Judgment and experience 2. Intuition 3. Educated guesses 4. Involve your client 5. Be practical
  85. 85. It is important for both you, your team and your clients to have a clear hypothesis early on For the client effort For you and your team  Helps clients understand the focus of the team and gives them opportunity for feedback (so avoids resistance to your recommendations at a later stage of the engagement)  Focuses attention on impact (as opposed to having an interesting conversation)  Reduces the analytical work by focusing only on areas that are critical, and impact the client  Helps you and your team to concentrate on the essence of the problem (move the mountain rather than kick the small stones)
  86. 86. Steps 1 and 2 summed up Sub- problem 1 Sub- problem 2 Sub- problem 3 Sub- problem 4 Problem definition Hypothesis 1 Hypothesis 2 Hypothesis 3 Hypothesis 4 MECE Option 1A Option 1B … Option 2A Option 2B … Option 3A Option 3B … Option 4A Option 4B … Brainstorm Not guaranteed ME
  87. 87. Exercise 5 Hypothesis formulation - In exercise 4, you defined a number of sub-problems. - For two of those, please create a list of hypotheses - Use both the divergent and the convergent methods
  88. 88. The logic and fact-based problem solving loop Problem definition and Breakdown Synthesis and Recom- mendations Client problem? Issue Analysis and Work Planning Hypothesis Formulation
  89. 89. Issue analysis asks the question: What assumptions are we making that need to be true - for this hypothesis to be true?
  90. 90. Issue analysis: how to do it  Break down the assumptions - create issue forks - like we created problem forks during the problem breakdown phase  The results of issue analysis will point us to the detailed analysis that needs doing in the work plan
  91. 91. Shape of the work plan Sub- problems Hypotheses Analyses Data sources End product Responsibility and due date
  92. 92. CommentTricks Six tricks to make good work plans Do not wait any longer. This is finally analysis time Revise, update and improve your hypotheses as you work through the data Be specific about what analysis to do and the sources to use Be disciplined - deliver on time Push detailed work plans out only 1-2 week ahead. Don’t write an encyclopedia (!!!). Keep it simple. Take piece by piece Start early Often Specific Milestones Simple Right order Prioritize the issue fork. It’s easier to handle and simplifies design of the work plan
  93. 93. Things to checkWhat Facts Findings Recommen- dations Hypotheses Check the quality and validity of your work  Consistency of information  Quality of data sources  Reasonable assumptions  Clear and organized backup and worksheets  Relative sizes of elements  Sensitivity to changes in key variables  Cross-check vs. relevant reference  Consistency of frameworks used (e.g., MECE)  Logic flow vs. leaps of faith  Viability  Impact if customer executes
  94. 94. Exercise 6 Issue analysis and work planning - For two of the hypotheses that you developed in exercise 5, please produce an issue analysis - For one of the issue analyses, try out a work plan
  95. 95. Course program 1. Choice of recommendations 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  96. 96. Giving clear and actionable recommendations is an art form - here are four clues Very seldom there is only one solution to a client’s problem – one solution can be a symptom of not enough problem-solving yet 1 It is vital to have a clearly defined filter when prioritizing between alternative solutions 3 If you cannot explain the essence of your overall recommendation in 15 seconds, you still have more work to do 4 The best solution can sometimes emerge from combining elements of alternative solutions 2
  97. 97. Recommendations need to meet a number of criteria in order to be valid Achievable
  98. 98. Recommendations must be adequate  Are they logically valid – if implemented, will they solve the problem?  Will they address the situation we were asked to address in our Terms of Reference?
  99. 99. Recommendations must be acceptable  How well would they fit with the client’s values and group’s culture?  To what extent is it in the client’s personal interest to adopt them?  How would we get the client into a state of readiness for them?
  100. 100. Recommendations must be achievable Achievable  How clear is it what actually needs to be done?  Has the organisation got the capability to implement them – what support would be required?  To what extent does the motivation exist to implement – and what are confidence levels for doing so?
  101. 101. Prioritizing recommendations Benefit DifficultEasy A CB D Size of circle = Cost to implement Low High Easeofimplementation
  102. 102. Exercise 7 Making solution recommendations Based on what you now know: - Make a list of some of your key recommendations - Prioritize this list, in terms of ease of implementation / benefits
  103. 103. Course program 2. Structured communication 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  104. 104. Structure your communication Start with the end A pyramid of Why’s and How’s « Necessary and sufficient » to carry the argument
  105. 105. Lead from the front – Hits the public with the answer first – Organized by recommendation Recommendation A 1st reason for A Recommendation B 1st reason for B Recommendation C 1st reason for C Way forwardIntroduction 2nd reason for A 3rd reason for A … … Supporting table in appendix
  106. 106. Storytelling  Developing a story: choosing a perspective  Generic shapes of stories  Five techniques of telling: what / when / time & cost  Classic storyboarding
  107. 107. Creating powerful .ppt’s 1. Visuals, strip it down, headline 2. Language 3. Nonverbal communication: your own appearance, gestures 4. Voice
  108. 108. Rules of memorable communication  Keep it simple  Use visual aids, not handicaps  Two way communication is more effective than one way  Presentations are show business  People remember stories  Remember the WIIFM factor
  109. 109. Course program 3. Change management 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  110. 110. Roadmap  Change projects are always difficult and often fail  Three messages  Create Buy-In!  Deal with resistance
  111. 111. The fact of the matter is… 20% 63% 17% Not successful Considered successful Temporary success but not sustained Change programmes often start well… but usually don’t sustain the benefits WHY?
  112. 112. Message 1: break it down Changing..... Incremental Less difficultProjects Procedures Structures Strategies Goals Culture Transformational Most difficult
  113. 113. Message 2: create dissatisfaction C : (ABD)>X where C = change A = level of dissatisfaction with the status quo B = clear desired state D = practical first steps towards desired state X = cost of the change
  114. 114. Message 3: 1. Make sure that you are clear about the benefits that will arise for each of the stakeholders. This is where you need the completed stakeholder analysis. 2. Make sure you create buy-in for each individual - before you present to groups
  115. 115. How to deal with resistance depends on its cause 2. Unable 3. Unwilling 1. Unknowing Resistance • Re-framing • Persuasion • Negotiation • Confrontation • Sanctions • Training • Support • Communication Re-framing model • Listen • Understand • Validate • Explore new perspectives
  116. 116. Exercise 8 Presenting to client Thomas has let you know that his team would like to hear what you have to say about Tanika. He has invited you to an informal briefing. - His expectation is that you will share some of the recommendations that you have formulated. - You may want to create « buy-in » for some of your recommendations. - You may also use the meeting for any other purpose. - Each team will present in the main room for 15 minutes. One team will be the winner.
  117. 117. Course program 6. Closure 2. Entry 3. Contracting 4. Diagnosis 5. Intervention 1. Introduction
  118. 118. Closure activities should include...  Extension or disengagement ?  Transfer knowledge – handover  Completion - draw a line  Invoice!
  119. 119. Each party has a role to play • Formally review results • Check sustainability • Arrange follow-up visits • Capture contact details • Final invoice • Team ‘wash-up’ meeting • Give/get feed-back on individual performance • Add experience to CVs • Log the benefits achieved • Record ‘lessons learnt’ and new tools and techniques • Write case study • Update systems/records Closure Client People Firm Permission for use as reference site for future marketing
  120. 120. Collective action planning 1. Complete the Best Practice Manual 2. Make it accessible to yourselves and to your colleagues 3. Use the tools and techniques. Each time you use the BPM, post a comment 4. Keep adding to the BPM
  121. 121. Continuous professional development  Do it: it’s the one sure way to stay relevant and employed and increase your value to clients.  The Institute of Consulting (www. offers a structured professional development framework to support professional development.  Also, clients are increasingly requesting evidence of professionalism from their consultants
  122. 122. Qualifications  Qualification is essentially about risk reduction: it reduces the perceived risk of using consultants who have obtained such a qualification.  A new set of professional qualifications will be available as from September 1st 2012. The CMC stays unchanged.  Three levels of qualification are available : Award, Certificate and Diploma.  Qualification requires f2f work + distance learning + self- study, and is followed by grading. (elevationlearning is an approved center for IC training)
  123. 123. Example: Level 5, the Award Level 5 Award in Professional Consulting Learners must complete one unit to a minimum of 7 credits Unit Name Credits Study hours Req’d of which GLH An Introduction to Consulting Essentials 8 80 30 Planning and managing consultancy interventions 8 80 The client relationship 8 80 Communication for consultants 7 70 Problem solving tools and techniques for consultants 9 90
  124. 124. Some good books 1. Rasiel, Ethan M and Friga, Paul N, (2002). The McKinsey Mind. McGraw- Hill. ISBN 0-07-137429-9 2. Rasiel also has published an earlier book, The McKinsey Way. 3. Minto, Barbara, (1987). The Pyramid Principle: Logic in Thinking and Writing. Pitman Publishing. ISBN 0-273-61710-9. 4. Block, Peter, (2000) Flawless Consulting: A Guide to Getting Your Expertise Used University Associates, Inc. ISBN 0-89384-052-1. 5. Maister, DH, Galford, R, Green, C, (2002). The Trusted Advisor. Simon & Schuster UK Ltd. ISBN 0-7432-0776-9. 6. Markham, Calvert, (2007). Practical Management Consultancy. Croner. CCH Group Ltd. ISBN 1-84140-329-6 7. The Economist Pocket Style Book, The Economist Publications Ltd.