This document provides an overview of internal consulting and guidance for internal consultants. It discusses what defines an internal consultant and how they differ from external consultants in needing to build credibility within the organization. The document then outlines the multiple roles of an internal consultant and tips for success. Finally, it details the typical phases of a consulting engagement, including defining needs, finalizing agreements, assessing information, providing feedback, setting change targets, implementing strategies, and evaluating outcomes. The overall message is to help internal consultants understand their unique role and how to effectively guide organizations through the consulting process.

1. Consulting on the Inside: An Internal Consultant’s Guide to Living and Working Inside OrganizationsBy Beverly Scott An Overview Prepared for HRCG Operations by Beth Williams PMP

2. What is an Internal Consultant? “The consultant is in the business of helping others succeed, and, although consultants want to succeed in the process, their success is clearly dependent on others. (Bellman 1992)” – page 3 External vs. Internal Consulting Internal Consultants…begin with relationships and then must work to gain credibility for their consulting competency. A Matter of Perception “External consultants immediately have better leverage and are seen as descending from above with wisdom and special counsel. They are trusted because they have experience outside the system and culture of the organization and, therefore, are not seen as part of the problem. When I was an external consultant, I looked for ways to be congruent with the client system so it would not spit me out like an immune system rejecting a foreign object. If you are an internal consultant working to correct business problems as part of that system or organization, you are less likely to be rejected…” (Diane Foster, Diane Foster & Associates -- page 15)

3. Who is the Internal Consultant?

4. Internal Consultants are valuable assets.

5. Multiple Roles of the Internal Consultant

6. Choosing your role as an Internal Consultant

7. Stages of a career in internal consulting (p.35)

8. Tips for success

9. Phases of Consulting

11. the client’s business?

12. Organizational-unit function or purpose?

13. Level of decision-making authority?

14. What might you expect or surmise about your client’s

15. Expectations and experience in working with consultants?

16. Personal style?

17. Fears and concerns?

18. In your understanding, is the need or request

19. Clear and focused?

20. Common across the organization?

21. Related to an initiative that is underway?

22. Tied to business outcomes?

23. Are you clear about

24. Your personal goals?

25. Your consulting style and approach?

26. The boundaries of your competence and knowledge base?

28. Phase Three: Information & Assessment

29. The “Do’s” of Interviewing the client

30. Phase Three (cont’d) Ask “What is wrong?” or “What problems are you having”…. The success of this outcome has to do with the manner in which you [the internal consultant] are asking the questions. Approaching this phrase in the spirit of inquiry raises the tension between the desired future and the dissatisfaction with the present, which can motivate change. CAUTION: focusing too heavily on what is wrong can result in a loss of motivation, create resistance, and demoralize the team.

31. Phase Four: Feedback

32. Phases Five & Six: Alignment and Change Targets and Transition Strategies

33. Phase Seven: Implementation Guiding Principle: “What people believe and how they think and feel has the utmost effect on everything they do.”

34. Phase Seven: Implementation Success Involves….

35. Phase Eight: Evaluation & Learning