The document provides guidance for management consultants, outlining best practices for leadership and management consulting including defining management consulting, setting expectations and tone when consulting, and discussing effective leadership techniques such as inspiring vision, empowering others, communication, and modeling ethical behavior. It also compares management and leadership styles and traits.

1. MANAGEMENT CONSULTING
JACKIE ST GERMAIN, LCSW, MBA
BEST PRACTICE FOR LEADERSHIP AND
MANAGEMENT PRACTICES

2. MANAGEMENT CONSULTING
• Management consulting – Definition
• Practice of helping organizations to improve their
performance through the analysis of existing organizational
problems and development of plans for improvement.
• Should know “best practices”
• They are also evaluating you!
• What is “said and unsaid” about you/your role when you
consult
• Should be able to work both “within and without” an
organization
• Should be able to “coach” new managers and existing
managers

3. SET THE TONE FOR THE VISIT
• Set the tone
• Have an Agenda,
• Have at least two Phone conversations before you go on site
• Set expectations of your role
• Meet with the designated leader first to discuss your role
• How you will help them
• Do they have any additional needs from you
• Be there for more than 4 hours!
• Be a “boots on the ground” mentor
• Work with Leadership and management to establish a plan
• Listen to them! Be the expert but also know they best know
their own facility
• When you leave, continue to support and be supportive

4. DATA ON CONSULTING INDUSTRY
• Consulting industry has grown dramatically
• Exceeding 20% in growth prior to 2003
• 2003-2005 downturn in this industry and from 2009 to 2012
• Beginning to see upswing again in specialized consulting
needs
• Approaches:
• “Expert Approach” – more directive
• “Facilitative Approach” – Looks at processes, asks questions
• “Matrix approach” – Each area has a type of consulting (risk
management, Quality, Business Development, etc”

5. RECOMMENDING PROCESS IMPROVEMENT
 Steps (in perfect world)
• Change take time
• Develop “buy in” from those effected
• Have good discussions
• Be Honest about what your thoughts and expectations are
 Making/suggesting change is tricky
• What is their background and history
• Ascertain the support they will need to make changes
• Change is hard –
• Change – Policy & Procedure vs. “we’ve always done it this
way” vs. “it’s the law”
• YOU ARE CONSIDERED BOTH A LEADER AND AN EXPERT!

6. DEFINITION
1. A person who leads others along a way; a guide.
2. the ability to guide, direct, or influence people
3. Giving guidance: guidance or direction
Quotes on Leadership
“Managers are people who do things right, leaders do the right thing” – Warren Bennis
and Burt Nanus
A leader is best when people barely know he exists, when his work is done, his aim
fulfilled, they will say: we did it ourselves. —Lao Tzu
You manage things; you lead people. —Rear Admiral Grace Murray Hopper
Before you are a leader, success is all about growing yourself. When you become a leader,
success is all about growing others. —Jack Welch
He who has never learned to obey cannot be a good commander. —Aristotle

7. MANAGEMENT VS. LEADERSHIP (1 OF 2)
• The manager administers; the leader innovates.
• The manager is a copy; the leader is an original.
• The manager maintains; the leader develops.
• The manager focuses on systems and structure; the
leader focuses on people.
• The manager relies on control; the leader inspires
trust.
• The manager has a short-range view; the leader
has a long-range perspective. – Manager has short
term goals vs. long term goals

8. MANAGEMENT VS. LEADERSHIP (2 OF 2)
• The manager asks how and when; the leader asks
what and why.
• The manager has his or her eye always on the
bottom line; the leader’s eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader
challenges it.
• The manager is the classic good soldier; the leader
is his or her own person.
• The manager does things right; the leader does the
right thing.

9. LEADERSHIP BEHAVIOR
 Leaders behave differently from
people who use only management
skills, regardless of the situation.
 Leadership behavior changes somewhat
from one management situation to
another.
 Certain leadership qualities and skills
are generic to every management
situation.
 Certain leadership qualities and skills
are useful in only some management
situations.

10. INSPIRATIONAL LEADERSHIP (1 OF 2)

11. LEADERS IN THE MOVIES

12. 14 LEADERSHIP TRAITS
g Bearing.
g Courage.
g Listens
g Elicits cooperation
g Decisiveness.
g Dependability.
g Enthusiasm.
g Tact.

13. LEADERSHIP QUALITIES
A Leader
g Is self-confident. g Empowers/challenges
g Respects others. others.
g Inspires others. g Is fair and equitable.
g Works at all levels. g Communicates effectively.
g Is knowledgeable. g Has high ethical standards.
g Is creative/visionary. g Is willing to take risks.
g Has confidence in others.

14. LEADERSHIP MYTHS
• Natural leader – “sword in the stone”
• The “biggest or fastest” will lead
• Command is leadership

15. INSPIRATIONAL LEADERSHIP (2 OF 2)

16. PATTERNS OF LEADERSHIP (1 OF 2)
 Autocratic leadership – based on authority
granted by the position of supervision.
 Bureaucratic leadership – based on
organization’s policies, procedures, and rules.
 Democratic leadership – leaders depend on the
group to make decisions and take action.

17. PATTERNS OF LEADERSHIP (2 OF 2)
 Diplomatic leadership – operates by persuasion
and broad-scale, individual motivation of people.
 Free-Rein leadership – gives others the freedom to
operate without control or further direction other
than organizational rules and policies.
 Participative leadership – involves members in
decisions that affect the group.

18. LEADERSHIP SKILLS
A Leader
g Delegates.
g Motivates.
g Influences.
g Encourages teamwork.
g Coaches/Counsels/Develops.
g Serves as a model.
g Discovers and creates:
(opportunities and goals).

19. EFFECTIVE LEADERSHIP GUIDELINES
q Ask questions and listen to the answers.
q Be flexible within an assumed structure.
q Know when to be a leader and
when to be a member.
q Model the values you’re planning.
q Deal with issues at the appropriate
time.
q Be empathetic.
q Admit mistakes.
q Seeks self improvement - HCAPS

20. EFFECTIVE LEADERSHIP CHECKLIST
Six critical things a leader must do:
q Remove barriers to motivation.
q Lead actions required to achieve desired
results.
q Inspire passion within people to perform
better than expected. (Communication)
q Ability to recognize that people must
motivate themselves.
q Ability to take risks and make tough
decisions.
q Ability to block out the unnecessary and
concentrate on the necessary.

21. WHAT THEY NEVER TELL YOU BUT I WILL
 You are not alone.
 Do not assume that you can become an expert in a
day or a couple of months.
 Learn from your mistakes.
 Do not let friendship get in the way of your
supervisory or consulting responsibilities.
 Learn something new every day.
 The buck stops with you. Take responsibility
 You will never have all the facts before having to
make a decision.
 They are always watching you!

22. WHAT DOES IT TAKE TO
LEAD AND CONSULT?
q Integrity – the foundation of character and all other
characteristics of great leadership.
q Vision - to recognize possibilities, along with
optimism to know that opportunities always exist.
q Spirit – to inspire others and to infect them with
enthusiasm.
q Toughness – to stay on course and accept nothing
less than excellence.
q Heart and soul – heart to care and share with others,
and soul to keep faith and hope.
q Passion – an indomitable spirit and a will to win.

23. ACHIEVING BALANCE
 Serve others anonymously.
 Sacrifice more than just your time.
 Condition the body.
 Work with mind and hands, heart and soul.
 Develop kinesthetic and social awareness.

24. TRANSFORMATIONAL LEADERSHIP
Superior leadership performance occurs when
leaders:
 Broaden and elevate the interests of their
employees.
 Generate awareness and acceptance of the
purposes and mission of the group.
 Stir their employees to look beyond their own
self-interest for the good of the group.

25. PRACTICES OF EXEMPLARY LEADERS
q Challenge the process: searching for opportunities
and experimenting.
q Inspire a shared vision: envisioning the future and
enlisting others.
q Enable others to act: strengthening others and
fostering collaboration. Model the way: setting an
example and planning small wins.
q Encourage the heart: celebrating accomplishments
and recognizing contributions.

26. THE MOST IMPORTANT WORDS
q The six most powerful words:
Here is what I will do.
q The five most powerful words:
You did a great job.
q The four most powerful words:
What is your opinion?
q The three most powerful words: If
If you would
q The two most powerful words:
Thank you.
q The one most powerful word:
We.
q The least important word: I.