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For consultants working with change projects - how do succeed?

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We wish to take a closer look at the role of the consultant in change projects and answer the following question: As an organisation and as an individual, how do you succeed?

Our goal is to provide inspiration for some of the most recent ideas about change management.

We wish to focus on how organisations will get the most effect from using consultants (internal and/or external).

And make it clear what internal and external consultants must be able to do to succeed with changes.

Published in: Business

For consultants working with change projects - how do succeed?

  1. 1. For consultants working with change projects How do you succeed? Leadership
  2. 2. 2 Our goal is … Thus, the primary focus is to look closer at the role of the consultant in change projects and answer the following question: As an organisation and as an individual, how do you succeed? … to provide inspiration for some of the most recent ideas about change management. … to focus on how organisations will get the most effect from using consultants (internal and/or external). … to focus on what internal and external consultants must be able to do to succeed with changes.
  3. 3. 3 We have the same role, but we have different professional capabilities Professional knowledge Consultant competences
  4. 4. 4 Implementation of change … Five principles to create effect
  5. 5. 5 Change in change Planned, controlled Emergent, unpredictable Analytical Rational Intuitive Relational
  6. 6. 6 Focus on both business effect and human effects The effect on the business/organisation is what it is all about (top line, bottom line etc.)  An active tool! Human effects ARE the change and realise effects on the business/organisation (behaviour, practice, management, etc.)  A widened perspective WII(FM): “What’s in it (for me)?” “Which way should I go from here? That depends on where you want to get. I don’t much care. Then it doesn’t much matter.”
  7. 7. 7 True ownership and engagement are created through maxi- mum active participation from the right people – early on! “Co-creation” …  Invitation and freedom of choice  Active participation  Influence and responsibility  Open process and dialogue  Appreciation and respect  … Top management Management Employees Time to contemplate change Consequences of/effort in implementation
  8. 8. 8 Casting the right people with constructive tension – those who make things happen … Productivity: Professional expertise, working capacity and time Power and influence: Positional power, informal power, role models Preferences: Efficiency, match – and constructive tension “Let go of the idea of target groups and create a larger group with max-mix… a mix of employees from the entire organisation.” 3
  9. 9. 9 Active addition of energy and mood Several months of hard preliminary work could be wasted due to one meeting going badly … Before “mobilisation” During “the meeting” After “continuation” TaskMethod Facilitation Process Before, during, after People and interaction Environment and surroundings 20% 40% 40%  Positive, “high” energy  Open form, inclusion  Variation and (constructive) tension  Easiness  and fun?  …
  10. 10. 10 Authenticity • Integrity • Genuineness Be yourself and inspire confidence … it will make everything else much easier! You cannot truly trust a role player … credibility + reliability + intimacy self-orientation Trust = David Maister • Identity • Trust Can I trust you with other things? Can I trust what you tell me? Can I trust what you do? Can I trust that you have a genuine interest?
  11. 11. The consultant’s dance floor and the four “standard dances”
  12. 12. 12 The consultant’s working day
  13. 13. 13 The cross-disciplinary consultant competences can be divided into three areas Professional knowledge Consultant competences Myself as a consultant Relations In the change project
  14. 14. 14 Process consultant competences The consultant must master three “standard dances” in addition to being project manager Adviser Trainer Facilitator Specialist competences
  15. 15. 15 Focus on “the business” Focus on “the individual” Focus on the processFocus on the day Interaction Behavioural change Implementation with effect Purpose and delivery The consultant must be able to master the whole dance floor – every day!
  16. 16. 16 Business/organisation Focus on the individual Focus on the processFocus on the day It requires that you master various steps … Purpose and delivery • Breaks down goals into actions on the day • Chooses a certain work form and work process and designs it in advance • Focuses on the purpose and delivery of the day • ”Puts on the organisation” Behavioural change • Works specifically towards changing the behaviour of each individual person • Involves the “right people” • Considers mood and timing throughout the entire process • Builds and maintains relations Implementation with effect • Designs an implementation process with the desired effect as starting point • Sets goals and measures the effect of the process • Understands “who they are” and “where they are going” • Challenges the importance of change Interaction • Builds trust in an authentic way (and motivates to change) • Takes responsibility for the human process • Is aware of each individual – equal preferences and group dynamics • Provides honest feedback, both professionally and personally
  17. 17. 17 The small difference in the dances – e.g. the internal consultant has two partners The internal consultant: • May have to comply with specific procedures or tools to a much higher degree, which could clash with the “client’s” wishes and style. • Is sometimes measured based on the number of “clients” using the consultancy department’s programmes/tools. • Is often expected to persuade defected “customers” to come back. • May lose his/her work without losing the job, if there have been one or two discontented “clients”. • Has a clear position in the hierarchy, which might prevent them from moving further up the ladder in the organisation. • May have difficulty being “a prophet in own country”. • Dreams of the freedom and variation which is the reality of the external consultant. The consultant’s manager Consultant “The client”
  18. 18. 18 You just need to be able to count to 4 … … but remember, it takes two to tango! 1+3 2 4 Focus on “business” Focus on “the individual” Focus on the process Focus on the day Interaction Behavioural change Effective implementation Purpose and delivery Professional knowledge Consultant competences Relations In the change project Myself as a consultant Process consultant competences Advisor Trainer Facilitator Specialist competences
  19. 19. Implementconsultinggroup.com Implement Consulting Group Implement Consulting Group is a leading Scandinavia based management consultancy, specialised in driving strategic transformations with a strong differentiator on “making change happen” – delivering documented Change with Impact. Stalk us on:

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