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    "filename": "-Performance-Consulting-Skills-the-Internal-Consultant-039-s-Guide-to-Value-Added-Performance-1",
    "department": "Marketing", "Manager",
    "cleaned_text": "high performanceconsultingskillsthe internal consultantsguide tovalueaddedperformance high performanceconsultingskillsthe internal consultantsguide tovalueaddedperformance mark thomasmark thomasa highly practical valuable guide world internal consulting global practitioner mark thomas produced book filled withexcellent advice tips real experience shouldserve real aid want succeed therapidly growing role internal consultant bie de graeve director mba programs tias business school tilburg university netherlandsinside front coverhigh performance consulting skills internal consultants guide valueadded performance mark thomaspublished thorogood rivington street london eca du telephone fax email infothorogoodwsweb wwwthorogoodws thorogood publishing division acorn magazines mark thomas rights reserved part publication may reproduced stored aretrieval system transmitted formor means electronic photocopyingrecording otherwise without priorpermission publisher book sold subject condition shall way trade orotherwise lent resold hired orotherwise circulated without publishersprior consent form binding orcover publishedand without similar condition includingthis condition imposed upon thesubsequent purchaser responsibility loss occasioned person acting refraining action aresult material publication canbe accepted author publisher cip catalogue record book isavailable british library hb isbn pb isbn cover book designed driftdesignprinted india replika pressspecial discounts bulk quantities thorogood booksare available corporationsinstitutions associations andother organizations moreinformation contact thorogoodby telephone byfax email usinfothorogoodwsdedication love jan ben hannahspecial thanks dr sam elbeik great help cooperation orig inating developing terms reference templates andassistance project management area alf chattel continued support permission draft ing process approaches methodologies may continue thrive prospertracey norbury hsbc lending real life observations special thanks matthias behrens autodesk sharing considerable experiencecontents introduction symbols used book one managing change managing surprise support functions attack opportunity exactly consultancy difference expert process consulting difference internal external consultant characteristics internal consultancy use internal consultant become internal consultant time convert redirect two art client management understanding key stages internal consulting process implementation belbins team roles questionnaire three marketing internal consultancy getting contracting client developing marketing strategy conducting client demand analysis clients look beginning market recognising starting point marketing senior management sell senior management practical tips improve marketing effort internal consultancy case study four managing initial client meetings essential rules managing initial client meetings things avoid initial meetings convey respect openness understanding initial client meeting initial client meetings consultants template initial terms reference writing client proposals managing initial meetings checklist five understanding de\ufb01ning clients problem desk research interviewing clients managing client interview group interviews types interview questioning techniques providing nonverbal encouragement interviews using supportive statements counterproductive questions using questionnaires gather information designing questionnaire process mapping process analysis questions understanding de\ufb01ning clients problem client focused six managing change understanding organizational change individual reactions change change transition curve managing organizational change organizational change readiness assessment managing organizational change template change management template critical success factors stakeholder analysis managing organization change checklist key questions address critical questions ask change scenarios seven presenting client feedback introduction report writing different types client report getting report structure right typical report structure writing client report reviewing reports making client presentations presenting client feedback client focused eight implementing reviewing exiting projects project implementation project implementation client focused reviewing consultancy projects client focused evaluating consultancy projects summary nine internal consultants toolkit consultants toolkit organization capability effectiveness questionnaire organization audit internal consultant skills development needs checklist success factors managing change change management action planning sheet list illustrations figure page transition old new management expert process consulting bias expert process client management process belbins team types project team working roles belbins team types project team mapping customersclients marketing internal consultancy project terms reference information gathering techniques using swot analysis gather assess information force\ufb01eld analysis gathering information questionnaire process example likert scale questionnaire survey feedback displayed graphically process thinking value added process toolkit classify value added nonvalue added driving performance process maps look process thinking wider organizational analysis managing change organization change readiness assessment managing change template stakeholder analysis key strategies developing report structure presenting client options project master plan risk assessment projects risk analysis introduction book provide highly detailed prac tical understanding critical client management andhandling skills needed become high performance internal consultant approach practices detailedare based years corporate consulting experience major blue chip organizations across globeapply well enjoy extremely successfulclient relationships internal consultancy brings together complex range skills disciplines combines distinctive clientfocus purpose writing book provide youwith daily reference practical guidance action pointsand ideas managing clients projects everchanging shape global economy organizations clear internal consultant role isassuming greater importance expanding since \ufb01rstwriting trend internal consultancy continued break mainstream organization lifeand particular role support functions attendbusiness conferences read corporate job advertisements soon realise title internal consultantor adviser proliferating spans key supportfunctions believe internal consultancy model offers major step harnessing internal knowledge expertise improveorganizational performance approach verymuch tune \ufb02uid dynamic nature todaysbusiness world introduction written strong emphasis practical aspects internal consultancy dont set teachyou anything technical functional areas ofexpertise information technology \ufb01nance total quality human resources assumption probablyalready considerable specialist expertise setout provide clear process manageyour clients projects professional successfulmanner included many checklists templates foryou use adapt revise individual needs emphasis internal consultancy places moving colleague client perspective bring major bene \ufb01ts support function belong toindeed essence client centred consulting relationship involves providing level service exceedsthe controlling bureaucratic tendencies many traditional support functions consultancy model hasparticular relevance operate one followingroles information technology systems specialist finance internal audit professional human resources personnel specialist training development specialist business development specialist project manager administration manager facilities manager customer service support specialist total quality management specialist high performance consulting skills know many organizations continue outsource support functions result internal customers havethe choice buy external resources trend accelerating core support areas information technologyhuman resources training development facilitiesmanagement competition daily reality thoseof us work advisory roles support rolesare thrive prosper future organization willneed focus relentlessly providing value added servicesthe consultancy model offers major response thesechallenges time simply want harness bene\ufb01ts operating style internal consultancy enhance existing organizational role trustyou \ufb01nd much meet needs skills practices detailed book generic appliedto almost management role capacity wish success many years successful consultancy work mark thomas introduction high performance consulting skills insight helpful tipexample checklisttsymbols used bookchapter one managing change managing surpriseone managing change managing surprise book titled high performance consulting skills builds earlier work supercharge management role \ufb01rst published re\ufb02ected radical changes taking place organizations inparticular managerial roles support functions since thenthose trends accelerated beyond anyones imagination nearly four trillion euros worth corporate merger transactions implemented havewitnessed traumatic rise fall dot coms alongwith rise collapse global telecommunications sector literally billions euros appear havebeen overspent securing g licences currentlyexperiencing worst bear market since second worldwar added witnessed most\ufb02agrant abuses corporate power leadership ever seenat enron worldcom recently europe withahold set increasingly insecure politically unstable world witnessed theimmense tragedy september th continued volatility turbulence organizations striving ever achievenew capabilities \ufb02exibility responsiveness organization structures job roles constant state \ufb02uxold models organizing longer provide tomorrowsgrowth existing concepts management rely heavily notions planning checking controlling beingassigned dustbin high performance consulting skills future uncertain ever response organizations daily announcing major shiftsin strategies product lines service offerings technology promoting new forms organization structure andlocation becoming less issue work isorganized executed old assumptions todesign manage run organizations subject constant radical review fact involved ina period major upheaval transition simply doingmore done past sustain usin future today manage second handnot calendar increasingly question betterthis year last better today yesterday equally planning horizons seem beset terms weeks months rather years organizations pursue bene\ufb01ts rapid technological change new ideas managing people beingexplored implemented concepts empowermentseek place greater emphasis people accepting increasedresponsibility control work ideas gaining ground throughout competitive world knowledgemanagement become one buzzwords lates early millennium result becoming clearthat managers traditionally practised beingquestioned classic planning controlling reviewing functions management transferred thepeople actually execute real work race doit right \ufb01rst time means organizations longerafford large numbers managers controlling people selfmanagement philosophy approach manyorganizations want operate order win competitive world many middle management roles simply cumbersome expensive organizations compete fasterand innovative low cost competitors result one managing change managing surprise desire explore new radical approaches notions supervision means reducing costs andaccelerating competitive capabilities many existingorganizational concepts practices rootsin genre management real innovation hasbeen long time coming bigger budget headcount bigger \ufb01sh philosophy historically basis manysuccessful management careers built indeedsuch behaviours actively encouraged manyorganizational reward appraisal systems exampletraditional job evaluation techniques often rewardedjobs characterised size terms numbers staff reporting budget responsibility thesetypes approach often resulted management behaviours practices consisting internal politicking empirebuilding game playing none add value orservice customer also approach resultsin people becoming overly reliant managers tomake decisions take action many leading organizations traditional form management activity viewedas redundant organizations possess promotedependency cultures win new information andknowledge based era order organizations become innovative flexible customer responsive need devolvepower point customer contact requires peopleto highly trained also empowered take decisionsthat previously exclusive realm managers thuswe enter new world organizational working selfdirected teams rely collective motivation skills andcapabilities get things done rather like formula oneracing pit team comes real work notwant someone looking shoulder tell whetheryou done right reality already high performance consulting skills know time commitment skills ensures time delivering consequently management traditional sense becomes anirrelevance figure illustrates transition takingplace figure transition old new management therefore witnessing major shift world ofwork shift already immense implicationsin terms think organizations howthey need designed managed changes however continue bring pain well opportunities many people longer derive satisfactionfrom work indeed many managers arrive theirof\ufb01ces feel siege hundreds daily emails less less approachyesterdays perspective controli direct commandpeople come mei breed dependencystatus position important think functionallyi like clarity boundariestodays perspective serve othersi facilitatei go peoplei promote independencestatus position less important contribution think processesi like ambiguity change one managing change managing surprise managers desperately looking motivation security ever increasingly hostile corporate environment given radical shifts taking place corporateworld little doubt managers continue faceimmense pressures reassess roles pressure toincrease productivity demonstrate real added value isrelentless faced challenges consulting modelof operating capability provide hardpressedmanagers means move towards positiverole knowledge era support functions attack another aspect dramatic changes traditionalorganizational support functions severe attack inthe concepts business process reengineering emphasis eradicating nonvalue addedactivities resulted many critical appraisals conventionalsupport functions human resources \ufb01nance internal audit information technology pressure hascontinued ever functions make signi\ufb01cant changes methods operation faced withcompetitive pressures organizations longer preparedto fund activities add value organizationor support provision service quality customeroutsourcing become global business lots majororganizations loading many support activities thirdparty challenge simple dont add value thenyoull go subjected rigorous analysis question becomes clear many aspects thetraditional support functions work little support thecentral nature organization often support functions developed stage consumelarge amounts resource without necessarily contributing high performance consulting skills organizations fundamental goals many ways said replicated worst aspects oldmanagerial model controlling checking suchthey face similar challenges terms refocusing roleand contribution temptation support functionis turn inwards see primary customer inorganizational relationships thus loses sight central purpose begins become end oftengrowing excessively engaging blocking rather thansupporting activities rest organization opportunity fundamental shifts world ofwork organizations increasing use internalconsultants observed internal consultants achieveresults influence rather application offormal executive power whilst aware inherent political nature organizations internal consultantsavoid becoming involved complex negative interdepartmental rivalry politics using specialisttechnical knowledge in\ufb02uencing skills models organizational change internal consultants achieve performanceimprovements method operating enablepeople solve organizational problems without classic need claim credit success long beenthe driving force much managerial behaviour astrategic level see internal consultancy providing following bene\ufb01ts \ufb02exible responsive organizational role managers based contribution status assuch tune future direction winningorganization one managing change managing surprise overwhelming focus delivery value added service contribution opposed controlling interfering type contributions relationship based consultantclient con cept rather command control regime move process outcome based thinking resulting removal traditional loyalties andhostilities functional areas exactly consultancy de\ufb01ne consultancy work differentiate moreconventional forms management consultants workbegins part organizations strategy structureprocesses systems fail deliver necessary levels ofperformance consultants employed close performance gap contribution might involve totalsolution provision form specialist technical support agreed period time consultantsinvolvement project therefore short longterm nature consultants role assist clientwithout taking control problem good consultancy involves providing advice way itenhances clients ability solve future problemsand challenges effect leave something behind animproved capability key reason role muchpotential helping managers operating \ufb02atter structures empowered workforces invariably consultants work also involves management change whilst in\ufb02uence client situation get things done differently must achieve insuch way client becomes fully committed thesolution able in\ufb02uence clients without formalexecutive power one de\ufb01ning characteristics therole successful consultants rely overt authority high performance consulting skills control succeed instead rely high levels expertise in\ufb02uencing skills persuade people moveto action difference expert process consulting two quite distinct types consulting style involve expert process consultant havevery different characteristics methods working withclients figure highlights characteristics andadvantages disadvantages types youreading familiar expert consulting istypi\ufb01ed classic external consultant applies alltheir knowledge expertise diagnose solve theirclients problem directive often prescriptive mannerthis form consulting attractive clients canbe applied fast focused way information technology example traditionally area hasbeen dominated expert consulting major dif\ufb01culty expert consulting lack client ownership commitment results oftenthe recommendations expert consultants fail implementation stage insuf\ufb01cient emphasis beenplaced developing clients commitment outcomesof project expert consulting involves directive style andwhilst fast mean signi\ufb01cant issues likeclient involvement ownership overlooked expert consulting also prove ineffective developing longterm capability clients expert consultant completes work often leave theirexpertise client unable cope similar problems future expert consulting therefore theeffect breeding organizational dependency consultant clients unable operate without expertise one managing change managing surprise course great news consultant good client maybe paying fees process consulting helps build clients capability solve problem next time around extent seeks promoteindependence figure expert process consulting excessive use expert consultancy also lower themorale clients organization assumes knowledge capability deal problem withinthe scope clients team particularly demotivating people involved believe thecapability tackle problems defence expert consulting bene\ufb01t able address right problem right expertiseprocess use knowledge expertise advantages right solution high level client ownership builds clients commitment motivational client promotes client independence capability disadvantages slow may right expertiseexpert use clients knowledge expertise advantages fast focused response right expertise high impact disadvantages wrong solution lack real understanding poor client ownership client commitment client dependency reduces clients sense confidence high performance consulting skills organization cannot always sure necessary solution problem may well bea need bring expertise specialist \ufb01elds tacklechallenging issues extent expert consulting willalways place organizations remain credible approach despite limitations one managing change managing surprise expert process consulting de\ufb01nition highly available computing expert consultant use redundant components conjunction appro priate fallover restart mechanisms hardware andsoftware permit event noti\ufb01cation failure conditions coupled application andor database checkpointing androllbackrecover algorithms thus establishing reasonableassurance within predicted norms combination redundancies allow con\ufb01dence factor exist meantime repair shall small enough variable conjunction withsimultaneous mean time failure aforementioned redundant components overall system availabilitywill signi\ufb01cantly normal performance common sense translation process consultant computer system running hours day days week days year dont adapted advertisement placed data general econo mist november contrast process consulting works assumption client necessary capability address problem needs guidance advice ofaddressing problem emphasis therefore helping client think problem produce asolution high degree commitment ownership major dif\ufb01culty process consulting thatit much time consuming expertapproach developing commitment involvement anddiscussion always longer process frequently theurgency organizational life prevents time beingexpended problemsolving quick \ufb01x solutions sooften order day process consulting works assumption client necessary expertise tackle problem ofcourse may true may end wasting lotof time addressing problem wrong approach or\ufb01nd failed fully appreciate problemsinvolved whereas prompt application effective form focused expert consulting would solvedthe problem conversely works well process consulting added bene\ufb01t enhancing clients ability deal theproblem next time happens improves yourorganizations overall capability something thatcannot always said true expert consulting selecting form consulting expertise organizations frequently choose expert approach appearsto offer greater bene\ufb01ts terms speed focus practice benefits prove imaginary real andmuch book focus process skills needto accompany underlying technical expertise combining sets skills people develop trulyoutstanding internal consultants high performance consulting skills depending upon area functional expertise internal consultants need develop agility balance expert process continuum knowing tobe continuum one time art goodconsultant external consultants often underestimate thepower process management fail see power inboth developing clients capability generatingcommitment ownership solutions hence generalability recite horror stories involving external consultantswho didnt listen simply imposed solutions figure bias expert process one managing change managing surprise need use clients knowledge expertise use knowledge expertiseas internal consultant whilst apply tech nical expertise whether project managementsystems design training \ufb01nancial planning aware ofthe constant potential dangers assuming theexpert know answers thus forcing solution onto client regardless views processconsulting demands focus problem also client need able tojudge right time either end continuum reality organizational problems never one right answer solve problem alwaysseveral options might applied consequently success consulting process involves getting one thosesolutions importantly involves getting clientto solution feel committed comfortable achieve likely gain immensecredibility client recognising need tochallenge clients need step back arekey skills developed learn balance theexpert process role difference internal external consultant classic story external consultant borrows watch tell time charges thenkeeps watch perhaps little exaggerated realityseems suggest lot evidence caricature weare familiar problems associated externalconsultants enter organizations displaying hugeamounts arrogance frequently believe theyknow problem even asking questionsthis form behaviour characterises worst form ofconsulting frequently results enormous waste oftime effort resource course always good high performance consulting skills bad external consultants also seems likely always opportunities good external consultantsto thrive often solution problem alreadyexists organization way arrival external consultant probably experience organizations dysfunctional way managed listento people comes diagnosing problemsand developing solutions despite prevailing wisdom ofsome leaders people work organizations generally know problems also understandthe underlying issues ideas \ufb01x regretfully views ideas often ignored ordismissed one central themes book challenge depressing convention indeed might arguedthat often leadership organization wherethe problem really lies comes encompassing newideas approaches internal consultancy provides exciting alternative option classic highly frustrating situations consultancy operating style aligns demandsof \ufb02atter organizational structures highly skilled knowledge workers exploring nature internal consultancy per haps useful begin comparison externalconsultancy help highlight critical aspects ofthe role examining differences two notour intention set one group another simplyrecognise key differences internal consultant differences in\ufb02uence ultimatelymarket services see list thatsome differences used aggressively promotea case using internal consultancy opposed adopting external route time someissues require examine question one managing change managing surprise ability truly objective impartial carrying internal projects question objectivity often amajor reason clients may seek external consultancyassistance situations may well \ufb01nd competing external consultants project thereforeneed clear view relative advantages disadvantages either approach order shape yourbusiness case proposals external consultants employed \ufb01xed period work speci\ufb01c client problem potentially able get full attention senior managers easily clients tend value pay presented experts specialist expertise experience present organizationthis often combined extensive knowledgeof either speci\ufb01c different industries clients\ufb01nd attractive generally highly motivated committed people display high levels energy work andclients whilst many paid lots money fordoing motivation commitment oftento work clients \ufb01rst pay chequesecond always conversant clients business thus client may pay consultants tolearn business initial stages project expensive \ufb02exible resource organization burdened longterm costs work \ufb01nished theconsultants leave although organizations thisnever seems happen high performance consulting skills able learn clients use learn ing clients emotionally involved clients problems history investment situationand therefore objective critical inreviewing situations independent course debatable given someone going signing bill often investing new approaches method ologies something new offer clients always required live consequences work always entirely honest say weve done often mean wehavent really great people expertise really con\ufb01dent \ufb01nd solution capable developing sense dependency clients cannot function without business selling people time interested consultant utilisationand pro\ufb01t maximisation internal consultants employed full time organization likely understand overall business better external consultants sometimes knowledgeable external consultants know business industry extremely well may also developedan approach methodology ahead anyexternal consultancy group one managing change managing surprise normally part speci\ufb01c function information technology training development financebusiness development internal audit aware right language culture organization know things work get things done able identify organization ambitions employees big emotional commitment liable taken granted lacking credibility external consultants prone emotionally involved organization thus perhaps in\ufb02uencing ability truly objective required live consequences advice still around long external consultants left able spread knowledge experience throughout organization enhance organizations overall capability required rede\ufb01ne past organizational relation ships move colleague client requires period adjustment high performance consulting skills fundamentally internal consultancy promotes concept enabling people develop solutions organizational problems develop longtermcapability well organizations internal consultancyalso provides basis managers propel existingroles organization tomorrow one managing change managing surprise insight working external consultants experience external consultants highly moti vated committed people want succeed deliverhigh quality work however negative perception people organizations frequently externalconsultants tendency people hostiletowards external consultants often results dif\ufb01cult andstrained relationships joint projects work external consultants project seek work harness skills expertise ratherthan adopting negative antagonistic approach good external consultants always respond positive people andboth sides gain get closer dont distance seeit learning opportunity time make sureyour positive approach reciprocated dont allow people tosimply use youthe characteristics internal consultancy truly characterises internal consultant internal consulting independent service many organizations problems occur managers become involved problem close theirminds certain possibilities solutions need freshand independent thinking one main reasons whyexternal consultants used often although arguablewhether external consultants truly independent someone somewhere always paying bill alwaysin\ufb02uence reported recommended abilityof internal consultants provide independent perspective analysis one valued contributionshowever extremely dif\ufb01cult role play becauseas internal consultant paid organizationand part critical something youbelong also ensures \ufb01nancial wellbeingcan dif\ufb01cult may need frequently challengeyour client dif\ufb01cult contentious issues may involveconfronting managers senior status manyorganizations extremely challenging task foranyone yet providing independent perspective anessential requirement role clients frequently need tohave assumptions methods questioned simplyoperating rubber stamp con\ufb01rming positiveimage everything client may mean failingto carry effective consulting role challenge theclients objectives aims plans part daytodayrole effective internal consultant high performance consulting skills one managing change managing surprise internal consulting advisory service internal consultants employed take dif\ufb01cult deci sions behalf harassed overworked managers asadvisors internal consultants responsible quality integrity advice clients whoultimately carry responsibility implementation providing advice consulting terms range technicalinput provision counselling facilitation expertise providing right advice right manner andat right time critical skill effective consultant line manager using skills internal consultant objective empower team develop theirown solution rather impose one emphasis beingto consult enable direct control internal consulting application specialist knowledge skills experience internal consultants often employed work prob lem part organization either short ofspecialist skills lacks necessary expertise depending technical background contribution mayinvolve introduction new systems operationalmethods others problem may generalnature involve operating facilitator ratherthan technical expert facilitator seeking toprovide client framework process help themsolve problem rather provide direct technical orexpert input see facilitator role another change fromthe conventional line perspective says takeover yes internal consultant provideadvice direction must stop short taking overthe leadership mantel problemall internal consultants must keep knowledge base expertise uptodate ability comment talk aboutthe latest developments \ufb01eld expertise whatis best practice industry adds credibility powerto case consultant talk avery narrow limited range expertise experiencewe \ufb01nd dif\ufb01cult get clients listen us ultimatelyclients buying knowledge advise internal consultancy proactive role experience simply changing title department internal consultancy unit result immediateovernight transformation indeed organization hasa negative perception department support function need work hard changing imagesimply sitting of\ufb01ce waiting telephoneto ring might depending previous performance ofyour department mean waiting long time internal consultancy demands proactive approach lots ofpositive networking throughout organization needto explore identify problem areas look opportunities assist clients tackling business challengesis crucial need develop kind marketing planeither group part initiative isalso vital section marketing explore issuesin depth internal consultant means thatyou start putting around organizationand marketing services high performance consulting skills internal consultancy requires higher business perspective become highly successful internal consultant demands possess develop ability contribute beyondany narrow areas functional expertise whilst traditionalorganizations encouraged functional areas expertise experienced barriers hostilities thatspring functions departments petty con\ufb02icts sales marketing research productionare common organizations internal consultant orunit matter area expertise must rise abovefeelings professional functional loyalty display ahigher wider business perspective internal consultants need see business people \ufb01rst andfunctional experts second contribute major businessissues requires recognition within organization aninformed person understands full business pictureand narrow range technical issues againdemands strong sense personal commitment development ensure keep uptodate external issuesinvolving economy politics competitor activityclients gain con\ufb01dence dealing consultants theysee knowledgeable well informed narrow perspectives outlooks impress want get involvedin major organizational issues need develop wellrounded outlook world organizationoperates aware technical expertise continually develop allow become consuming one managing change managing surprise internal consultancy requires \ufb02exibility personal con\ufb01dence credibility internal consultancy challenging demanding role one level involve clear explicit role onanother potential ambiguous role lotsof changing priorities clearly de\ufb01ned set daytoday tasks consequently internal consultant needto comfortable loose role may mean knowing going one day anotherfor people provoke sense discomfort asthey prefer job involves clearly de\ufb01ned set tasksand responsibilities internal consultancy involves operate successfully becomfortable ambiguous situations timedisplay high degree selfcon\ufb01dence credibility feeling ease working different groups includ ing senior colleagues prepared challenge andconfront important issues vital needs bedone without appearing rude arrogant patronising ultimately in\ufb02uence power come thequality advice manner deliverit role faint hearted introverted use internal consultant following section examine reasons employing internal consultants project assignment willbe working assumption organization hasthe capability establish consulting unit unitmight evolve develop existing specialist support function role general business developmentgroup alternatively going operating anindividual basis might want re\ufb02ect reasonswhy hired become involved projects types internal client work high performance consulting skills internal consultants used many different reasons important understand circumstances surrounding assignment establish beingasked provide assistance understanding clientsmotives early stage offset problems later theworking relationship clients motives employingyou either positive negative situations may deal listed aresome classic reasons using consultants look outfor negative uses consultants hazardousto success positive uses consultants improve organizational efficiency improving organization ef\ufb01ciency perhaps obvi ous common reason using consultants organizationstructure ef\ufb01ciency reviews involving overhead costreductions classic consultancy projects thoseinvolved improving operational performance throughnew management information systems late swe widespread use business process reviewsthat involved mapping organizational processes order tostreamline core ganizational processes situations may problems involving customer response timesor quality control problems necessitate multifunctionalresponse involving systems training developmentexpertise projects objective using consultants apply independent expert perspectiveand resource dif\ufb01cult urgent problem supplying intensive focused resource temporary basis major organizational change involving reorganization development management information systemrequires large amounts senior management time dayto one managing change managing surprise day operational pressures frequently prevent managers concentrating exclusively tasks seniormanagement teams also \ufb01nd dif\ufb01cult focus bothoperational strategic problems time management teams often get caught matters politicalbattles progress delayed internal consultantsprovide focused dedicated resource assist managersin overcoming problems establishing project teamswho focus exclusively project task means seniormanagement time focused used effectively secure confident clients like develop consultant relationship orderthat access con\ufb01dent able listento clients problems issues range disguises canbe much valued role internal consultant someinstances maybe required simply listen enable yourclient express views issue without passingjudgement others might required challenge orprovoke clients thinking perhaps consider alternative approaches courses action aspect theinternal consultants role demands develop relationship period time clients feelcomfortable discussing sensitive issues peers orcolleagues extremely valued powerful rolefor internal consultant perform high performance consulting skills contribute important decisionmaking process major decisions projects involved managers may want obtain additional input consultants helptheir decisionmaking processes maybe research orspecialist technical information required involves consultants drawing experience alternativelyobtaining information sources perhaps outside organization maybe case client isasking challenge test project proposal toensure every possible issue addressed andthought involvement cases likelyto limited providing focused technicalinput limited period time demonstrate business opportunities identified developed employing consultants speci\ufb01c business projects method senior managers demonstrate theirorganization maximising opportunities available toit daytoday operational pressures sometimes prevent managers devoting necessary time explore andexamine potential opportunities consultants offer necessary \ufb02exibility resource enable managers investigatenew ventures conversely managers pressure criticism colleagues might employ consultants todemonstrate dif\ufb01cult situation control clearly action might interpreted negativeuse consultants involve complexand potentially hazardous organizational politics one managing change managing surprise reduce risk projects failure highly complex expensive projects con cerned involvement consultants highlevelexpertise obviously reduce risk project runninginto dif\ufb01culties employing specialist expertise project management skills provided consultants helps provide comfortto senior managers important project properly resourced supported managed well providingthe expertise may acting comfort blanket theorganization potentially negative uses consultants course instances consultants used negative even subversive reasons purposesin cases need extremely cautious gettinginvolved potential outcomes situations canhave negative implications credibility reputation happens ability operate successfullyin organization becomes seriously impaired help undermine existing management group situation situations consultant might employed delib erately attack speci\ufb01c proposal initiative beensponsored another manager group involveyou acrimonious relationship win situationthere distinct difference situations youmight asked critically evaluate validate proposalor action plan hidden politicalagenda explained outset project always probe establish reasons whyyour client decided involve suspicionsare aroused probe harder uncover real motives suspect sense dif\ufb01cult situation need explain prospective client concerns need high performance consulting skills point potential dilemmas face trying operate successfully longterm become involvedin project always remember seen assomeone dirty work others haveproblems next trying operate parts yourorganization providing management support justify previously agreed decisions actions certain situations internal consultants maybe asked tackle assignments order manager justify analready agreed course action reference consultantsreport recommendation unreasonable request matter principle selfinterest try avoid projects internalconsultants must always safeguard reputation independence accepting work nature influencepeoples views integrity lose integrity thenyour ability operate successfully future seriously impaired people suspicious motivesand behaviours unlikely cooperate providing information assistance internal consultantavoid overtly political assignments someone blame whilst advocated use consultants important projects also case extreme situationscertain managers view involvement consultantsas providing convenient scapegoat eventthat project produce satisfactory outcome insuch situations critical secure clientsagreement stages project managetheir commitment throughout project avoid criticism later stage sense situation one whereyou unable emerge without damage shouldavoid entering project outset one managing change managing surprise managers might also use internal consultants recommend implement particularly dif\ufb01cult actions staff reductions business closures tactic involve hidingbehind consultants recommendations pushthrough dif\ufb01cult process hope reputationof management diminished suf\ufb01ce say people oftensee tactic result managementsreputation often damaged rather enhanced however maybe legitimate reasons whereby client might legitimately employ tactic longerterm bene\ufb01t might immediately apparent thereare circumstances involving complex reorganizations andkey staff deployments maybe acceptable manager refer consultants recommendation suchsituations manager may mind stability offuture working relationships need consultant fully recognised agent changes indeedit argued method using consultants theact skilled thoughtful manager trying take alongterm bene\ufb01cial outlook dif\ufb01cult problem clearly none situations easy cope manage need carefully weigh potential bene\ufb01ts losses involved discuss potentialclient becoming involved projects high performance consulting skills become internal consultant manager skills contained book highly relevant manager modern organization move traditional command control structures empoweredworking practices means managers increasinglybecoming enablers facilitators people newrole provides means support allows people developand improve organizational performance without necessity feel dependent conventional management powersconsultancy skills particular process skills involvedin handling client relationships employed onprojects also daytoday working relationships betweenmanagers people consultancy model providesa viable means traditional managers start tochange operating mode modern world support function support function become internal consultancy unit merely possessing developed body ofknowledge experience skills managing specialistactivities tackling dif\ufb01cult technical problems howeverexperience indicates also needs underlying organizational move towards developing internalconsulting capability changes need accompaniedby clear communications strategy sets rationale introducing role implications managersand working relationship new support function suf\ufb01cient simply change role withoutcommunicating educating managers newregime managers used traditional formof support function need understand new changesin service provision one managing change managing surprise organizations aggressively pursuing con sulting concept gone far introduce new\ufb01nancial procedures require line managers contract consultancy unit project assignmentfee organizations changed operating rolewithout altering funding resourcing requirementsin either situation senior managers employed inthe consultancy unit need ensure havecommunicated thoroughly rest organizationfailure invariably result confusion managers complaining new service provision linemanager \ufb01fteen years picked telephoneto personnel department received immediate response react angrily \ufb01rst day toldthat week meet haveto clearly inform managers new role communications process cannot left chance mustinvolve high level dialogue managers throughoutyour organization time convert redirect embarking approach also demands time andpatience organizations possible simplyclose one day start operating consultancyunit next invariably managers functions require aperiod adjustment time needed convert theold new recognition tensions making transition changes require carefulplanning former customers need adjust anew working relationship addition possessing functional specialist expertise consulting skills also requires ability collect andanalyse information develop options recommendpractical workable solutions action plans need high performance consulting skills keep pace latest developments methodologies techniques specialist \ufb01eld expertise vitalthe continuous development skills knowledge baseis critical means achieving credibility in\ufb02uence clients gradual period timethat anyone expect make transition peopleneed realistic time take one managing change managing surprise blankchapter two art client managementtwo art client management understanding key stages internal consulting process chapter outline key stages activities involved managing successful projects consultingprocess involves systematic approach managing projects assignments ensures deliversuccessful results also enjoy strong positive clientrelationships skills involved managing projects canalso applied lots daytoday working relationshipsin corporate world making successful transition fromcolleague client requires careful application theseconsulting stages consultancy project assignment divided four key stages run throughout duration projectthese stages shown figure involve getting contracting client information gathering understanding clients problem presenting client feedback action planning implementing reviewing exiting project high performance consulting skills figure client management process internal consultant likely cases expected get involved four stageshowever important remember assignments participation implementation phasemight reduced client decides take theseresponsibilities getting contracting marketing initial client meeting terms reference project planning organisation team staffing costs fees managing expectationsinformation gathering desk research information gathering problem analysis findings conclusionspresenting client feedback meetings interim meetings presentations reports detailed planning risk analysisimplementing reviewing exiting mobilising team project management project control sign evaluation potential new work client management ongoing activity two art client management two projects assignments ever need remain \ufb02exible responsive clients speci\ufb01c needs demands clients want relyheavily services throughout duration project others may want reduce dependency youby absorbing much work involved action planning implementation phases internal consultantyou need comfortable arrangements dontfeel personally rejected client decides reduce yourinvolvement latter stage project unless courseyou done something negative justify exclusion getting contracting client internal consultant group poten tial clients recognise expertise willing toinvolve projects initiatives suitable opportunities arise ability generate interest yourservices \ufb01rst step obtaining invitation meetwith potential clients succeed area willhave market appropriate teamor units services marketing internal consultancy new inexperienced consultant prospect ofhaving go organization actively marketor sell services come shock fact internal consultancy demands approach indeed thinkabout everyone corporate world businessof selling organization unaware areand offer chances asked todiscuss problems provide advice clients remoteif cannot rely potential clients coming thenmarketing services becomes essential survivaldeveloping marketing approach represents signi\ufb01cantdeparture work many traditional managers sup high performance consulting skills port functions enjoyed captive market services comes bit shock often fearof selling competitive world puts many people becoming independent external consultants fact intodays environment think marketourselves capabilities chapter marketing outline speci\ufb01c actions needed begin marketing process organization include developing simple marketing strategyand promoting skills services senior managementand key stakeholder groups organization initial marketing efforts successful potential client invite meeting discuss aparticular issue problem explore whether mightbe able provide help selling opportunity internal consultants probability isthat worked person howeverto succeed internal consultant need managethis person different way past wherewe need start developing structured approach tomanaging client relationships initial client meetings initial client meetings represent formal start ourclient management process also begins move froma colleague client perspective working relationship purpose initial client meeting begin standing clients business problems involvesjointly exploring key challenges concerns andestablishing possible basis project assignmentat initial stage need prepared start discussing provisional objectives timescales mightalso raise possible involvement clients staff thework requirements specialist skills two art client management \ufb01nance human resources project management production engineering logistics information technology etc clearlythis requires advance preparation different approach colleague perspective ill turnup see say new internal consultant often real need rede\ufb01ne past relationships clients clientsmay viewed past role subservient support function going gain respect andauthority need shift negative perceptions critical clients view equal asan internal consultant want strong mutually respectful relationship clients effect youhave develop partnership relationship dependingon starting point may take time patience beneeded order build range positive successesto shift peoples attitudes process in\ufb02uencing yourclients perceptions attitudes begins initial meeting stage developing initial terms reference basis client satisfactory meeting agreed principle start workingtogether initial terms reference developedonce submitted draft document discussed andpossibly agreed next client meeting many situations may need carry preliminary researchto de\ufb01ne precise scope problem although somesimple straightforward assignments maybe possible agree initial terms reference initial clientmeeting high performance consulting skills agreeing initial terms reference client begin consulting work fundamentalrule managing client relationships consultant client must absolutely clear scopeand objectives project beginning process ofagreeing initial terms reference ensures clearand mutual understanding taken place many consultants met failure ultimately faced angryclient ignored basic rule assuming thata lack clarity understanding start projectwill matter \ufb01nal stages project fatal mistake fact matters great deal clients consultantscan easily misunderstand forget details initial discussions exacerbated agreementsare documented establishing initial written termsof reference means establish clear focuson client wants agrees also processthat helps develop clients thinking problem exactly want oftena clients view problem change sign i\ufb01cantly result consultant probing challenging aninitial meeting process intended bene\ufb01t parties ensuring clear understanding theaims project helps prevent surprises later onin project two art client management dont start work without terms reference powerful tool help surface competing stakeholder objectives deliverables really helps client focuson questions really want hoping toachieve tracey norbury internal training advisor hsbcas project develops constantly review terms ref erence circumstances surrounding project changeyou may well need adjust overall objectives iswhy refer initial terms reference beginning project likely changeespecially become involved complex implementation work require detailed planning schedules developing initial terms reference include following information background project projects objectives boundary project constraints involved assumptions making stage clients reporting requirements project deliverables milestones show things happen activity time chart gantt financeresources required carry project cases fully understand clients problem need complete brief intensive period fact \ufb01nding may involve interviewing small cross sectionof people conducting form desk research makesure understand background clients problems provide initial estimate resourcesand time need complete project yourterms reference agreed client effectbecome consulting contract also become basison eventual success failure judgedwhich assume signi\ufb01cance clientmanagement process without clearly agreed terms reference cannot hope deliver effective consulting services high performance consulting skills projects required bid work compete groups possibly external consultants preparing initial terms reference beenough prepare client proposal thisis formal document include initial terms ofreference well consulting experience document experi ence skills team methodology describe approach executing work two art client management insight never lose focus terms reference keep readily available throughout course project complex lengthy assignments easy lose sight youroriginal objectives stray terms reference damaging either towards end assignmentor report back key stages wantyour client feel delivered keep asking yourselfand colleagues done said would insight consultants always leave insuf\ufb01cient time drafting pro ducing client reports useful guide planning simplydouble time think need never doenough drafting editing \ufb01nal reportinformation gathering understanding clients problem majority assignments projects detailed period fact finding necessary ensure areobtaining right information understand accurately de\ufb01ne clients problem requires inquisitiveand openminded approach throughout investigationsimply accepting said without challenging orquestioning issues may result developing erroneous \ufb01ndings conclusions structured analyticalapproach needed ensure relevant facts andissues established understood clear understanding information gathered initial stagesof work also help highlight additional areaswhich may require investigation ultimately youmust able develop valid conclusions recommendations gathered facts main methods gathering information desk research typically involves review examination existing information records egcurrent reports ef\ufb01ciency statistics systems outputspolicies operating procedures sales customerdata etc interviews conducted individual basis group interviews questionnaires circulated staff customers suppliers relevant parties process mapping existing processes systems external case studies data sources high performance consulting skills consultancy projects involve combination methods interviews course always critical ingathering information impossible carry consulting work without interview people whenconducting client interviews always aim professional respectful courteous everyone checklist main questions issues want discuss challenge devils advocate answers seem make sense remain impartial never criticise client staff others within organization never drawn intomaking controversial statements distinguish clearly information given record record discrete successful interviews need conducted relaxed open atmosphere may also moments youneed maintain client con\ufb01dentiality regard personal record comments may need protectpeople share confidential information bygiving assurances identifying broad themesand issues rather attributing speci\ufb01c comments individuals giving impression whatever said bequickly passed interested parties likely generate atmosphere trust two art client management controlling project project gets way main responsibil ity ensure plan implemented theobjectives terms reference met totherefore constantly focus projects objectives tracking teams progress plan reviewing plan ensure remains current viable keeping track project schedule key con sulting discipline need ensure people awareof key targets deliverables vital needto maintain strong level communication across aspectsof project team activities undertakingpeople need aware bigger picture therole project manager ensure people keptuptodate developments progress early warningmechanisms need place event delays orproblems occur strict adherence project plan isvital success successful projects best achieved holding regular review meetings ensuring key decisions fullydocumented agreed action points circulated toeveryone involved project structured client progressmeetings also ensure client kept fully informed thework undertaken projects overall progressand development also means highlight problem areas early stage vital keep clientinvolved times manage clients commitment throughout implementation phase finally replanning may need take place holding review meeting need record new changedtasks also change terms reference appropriate cases maybe need revise plan high performance consulting skills alternatively may consider number man agement actions increasing resources reassigningpeople tasks rescheduling parts projectin order keep planned deliverables presenting client feedback presenting client feedback phase consulting process runs throughout lifecycle projector assignment involved client feedback hasto take place regularly project ensure yourclient kept uptodate progress advised dif\ufb01culties earlier rather later stage consultantwho neglects part consulting cycle likely runinto real problems regard client relationshipremember always take initiative communicating client never position yourclient chasing information progress updatesif \ufb01nd situation probably means thatyou failed pay suf\ufb01cient attention feedbackprocess client relationship comes feedback progress reports always stay one step ahead ofyour client never ever try hide problems delay givingbad news always makes situation worse better toadvise client today rather three weeks problem occurred chances problem beand sound lot worse three weeks time project completion date ultimately results form \ufb01nal report client presentation stage ofthe feedback process client looking assess quality integrity work turn lookingto gauge reactions also stage youwill aiming strengthen client relationshipby securing agreement \ufb01ndings conclusions andrecommendations two art client management two major activities involved presenting client feed back involve writing reports making formalpresentations constitute two critical skill areas thatmust mastered poor performances either seriouslydamage clients con\ufb01dence overall ability andcompetence writing client reports client report must clear statement setout recommendations whereappropriate proposed implementation plans aninternal consultant report must capable beingunderstood \ufb01rst reading anyone possess detailed knowledge problem issues underreview report writing complex times painful process escaping discipline must appliedall consultants experience dif\ufb01culty one time anotherin writing reports depressed whenyou \ufb01nd struggling complex report youmust recognise signi\ufb01cant difference theskills needed analyse complex problem thenwrite clear logical repor situation however sets skills necessary produce report isrigorous analysis clear presentation many projects \ufb01nal report often way yourclient judge performance todisplay high degree skill capability making client presentations whilst conclusions recommendations shouldalways discussed client advance \ufb01nalreport submitted invariably comes time whenyou expected make formal presentation yourwork high performance consulting skills client presentations one important parts internal consultants work latter stages aproject become critical provide theopportunity explain issues report might notbe immediately clear open misinterpretation whenworking sensitive projects always personally present report rather send clientthis allows clarify potentially contentious ordif\ufb01cult issues immediately following client presentation may need consider reviewing possiblyamending \ufb01nal report light commentsreceived presentation like report writing client presentations extremely complex events never plan prepare enoughfor presentation may deal withsensitive issues involving criticism client othermanagers departments may also safeguardcon\ufb01dential issues emerged work whenissues present need planfor also manage theactual presentation need skilled innot structuring presentations also planningaround detailed process issues example dealwith fact attending presentation might betwo managers know extremely hostile whatyou report dealing type issue everyday challenge internal consultant clientpresentation section outline techniquesthat use ensure manage situationsand secure clients support commitment feedback stage two art client management implementation implementation stage consulting process requires detailed plans achieving projects objectiveson projects involvement may end stagewith client taking control involvement ina project end stage must aware asfar client concerned project \ufb01nishedthe completion review delivery reportfrequently represents beginning end client large complex projects involving example major information systems implementation client willfrequently manage large workload maybenecessary involve specialist project manager carryout detailed planning monitoring activities suchsituations large numbers people resources beinvolved demands disciplined rigorousapproach project management however majority consulting projects responsibility carrying outthe detailed planning implementation management willlay internal consultant charge project prepared take role anddevelop skills project manager high performance consulting skills insight identify involve appropriate people par ticipate planning discussions people whowill ultimately assume responsibility new systems orprocedures active involvement must securedas minimum people include client management team key people implementthe system changesthe implementation phase involves following steps assessing much detailed planning need reaf\ufb01rming terms reference preparing quick work programme carrying quick risk analysis presenting plan client secure client acceptance plan reviewing exiting projects end project need assess whether successful outcome delivered havemet objectives set original terms reference appropriate way present yourclient review report project work \ufb01nalresults review process also involve identifyingadditional actions might required toachieve projects \ufb01nal objectives might circumstances identify undertake additionalwork specify timescales involved review processshould always undertaken partnership yourclient approach positive sign shows project conducted mature professional mannerwhere client consultant accepted responsibilities outcome successful internal consultant time pre mium many clients requesting services willhave manage expectations regard futureavailability allow clients believe theyhave endless freedom demand services timeyou never able operate successfully endof assignment must inform client project involvement come end anyadditional work subject new agreement two art client management project management people team management major component managing client projects involves process building managing leadingteams comes people relationships entera different arena involves de\ufb01ning critical paths conducting risk probability assessmentsapplying project management tools techniques onething managing people another know managing people working environment partinvolves complex world emotions ambitionmotivation competition power control cooperation trustand mistrust come play clearly client assignment project managed need manage relationships normallyinvolve project sponsor staff stakeholders andyour project team altogether group presents challenging aspect internal consultants role fail tomanage people fail manage projects thevast majority internal consultants managing clientelement often demanding aspect role inany project situation people management experienceswill almost certainly vary one project another butthe essential factors need cope include managing daytoday client relationship managing expectations communicating progress liasing onproblem areas defining project leadership role style deciding right amount task control andrelationship support provided team bringingout best individual talents getting peopleto work towards common goal high performance consulting skills managing various group dynamics includes roles relationships various teammembers interested parties wordsbuilding team selecting project team based project undertaking need selectthe right balance skills competences well considering technical skills required also need tothink balance team terms personalities basic project management disciplines suchcases might helpful consider using form teambuilding instrument help get team started meredithbelbins approach team preferences excellent wayto kickoff project team get people understanding theroles might play helping build effective team bene\ufb01t belbins work provides project manager also team members clear meansof understanding following individual contribution team team members contribute best allocate activities tasks amongst team gaps team composition might exist best manage figure overleaf shows eight classic types identi\ufb01ed two art client management figure belbins team types understand team roles strengths weaknesses de\ufb01ned belbin mechanismby internal consultants project leaders improve balance teams overalleffectiveness belbins team roles questionnaire directions completing questionnaire section allocate total ten points among sen tences think best re\ufb02ect describe behaviourthe points allocate may distributed among several sentences extreme cases might distributed among allthe sentences ten points may given single sentenceplant shaper coordinator resource investigatorthe functioning team completer finishercompany worker implementormonitor evaluatorteam worker high performance consulting skills worked questionnaire enter points table end add scores vertically obtain scores belbins types two art client management h hh h hhhh h h h believe contribute team think quickly see take advantage new opportunities b work well wide range peoplec producing ideas one natural assetsd ability rests able draw people whenever detect may something ofvalue contribute group objectives e capacity follow much personal effectiveness f ready face temporary unpopularity leads worthwhile results end g quick sense likely work sit uation familiar h offer reasoned case alternative courses action without introducing bias prejudice possible shortcoming team work could ease unless meetings well struc tured controlled generally well conducted b inclined generous towards others valid viewpoint beengiven proper hearing c tendency talk lot group gets onto new ideasd objective outlook makes dif\ufb01cult join readily enthusiastically colleagues e sometimes seen forceful authoritar ian need get something done f \ufb01nd dif\ufb01cult lead front perhaps overresponsive group atmosphere g inclined get caught ideas occur lose track happening h colleagues tend see worrying unnec essarily detail possibility thingsmay go wrong involved project people aptitude in\ufb02uencing people without pressurising b general vigilance prevents careless mistakes omissions made c ready press action make sure meetings waste time lose sight themain objectives counted produce something originale always ready back good suggestion common interest f keen look latest new ideas developments g believe others appreciate capacity cool judgement h relied upon see essential work organized high performance consulting skills h hhh h h h h h hhhh characteristic approach group work quiet interest getting know col leagues better b reluctant challenge views others hold minority view c usually find line argument refute unsound propositions think talent making things work plan put operation e tendency avoid obvious come unexpected f bring touch perfectionism team job undertake g ready make contacts outside group h interested views hes itation making mind decision hasto made gain satisfaction job enjoy analysing situations weighing possible choices b interested \ufb01nding practical solutions problems c like feel fostering good working relationships exert strong in\ufb02uence decisionse meet people may something new offer two art client management h hhhh h h h h h h h hf get people agree new course action g feel element give task full attention h like \ufb01nd \ufb01eld stretches imagination suddenly given dif\ufb01cult task limited time unfamiliar people would feel like retiring corner devise way impasse developing line b would ready work person showed positive approach however dif\ufb01cult may c would \ufb01nd way reducing size task establishing different individualsmight best contribute natural sense urgency would help ensure fall behind schedule e believe would keep cool maintain capacity think straight f would retain steadiness purpose spite pressures g would prepared take positive lead felt group making progress h would open discussions view stimulating new thoughts getting something moving high performance consulting skills h h h h h h hhhhh reference problems subject working groups apt show impatience obstructing progress b others may criticise analytical insuf\ufb01ciently intuitive c desire ensure work properly done hold proceedings tend get bored rather easily rely one two stimulating members motivate stimulate e \ufb01nd dif\ufb01cult get started unless goals clear f sometimes poor explaining clarifying complex points occur g conscious demanding others things cannot h hesitate get points across run real opposition two art client management h hh h h hhhinterpretation scores allocate scores questions table add points column give totalteamrole distribution score high performance consulting skills section total cw g hdb f ech db h f c gsh f e c bdg apl c gd e h fri c f g e hdme hdg c e btw b f e c bhcf e hb f gd c source permission dr meredith belbin management games publishers butterworth heinemann belbin originally identi\ufb01ed eight types preference working teams recently belbin updated hiswork revised names allocated types thechairman become coordinator whilst companyworker become implementor time anew type introduced specialist someone whoprovides strong narrow input specialists aregood providing specialist information facts theymay good relating team members ordetracting narrow functional specialist role purpose work used theformer pro\ufb01les adopted dr belbin simply highlighted name changes introduced readers wishingto familiarise work reviewhis books published butterworth heinemann particular team roles work provide detailed explanation research \ufb01ndings listed essential characteristics type company workerimplementor cw chaircoordinator ch shaper sh plant pl resource investigator ri monitor evaluator team worker tm completer \ufb01nisher cf company workerimplementor role translates general ideas plans practical work ing objectives gets action breaks things tasks actions delivers actions results methods helps ensure teams objectives prop erly established tasks clearlyde\ufb01ned clari\ufb01es practical details deals two art client management maintains steady systematic approach calm pressure reliable perseveres face dif\ufb01cult challenging targets provides practical support team members behaviours avoid unconstructive criticism team members ideas suggestions lack \ufb02exibility company workers high ef\ufb01ciency concern resistant new ideas innovations manager company worker implementors strengths ability de\ufb01ne objectives practical details also effective introducing maintaining procedures structures organizations oftenpromoted inherent organizing abilities andskills coordinatorchair role controls organizes activities team making best use resources available pulls team together stands back helicopters team able get people working together high performance consulting skills methods encourages team members achieve teams objectives helping identify roles contributions encourages people put team objectives provides positive feedback individual performance smoothes disagreements interteam com petition keen people insight understandinguses tact diplomacy control manage identi\ufb01es weaknesses teams composition organizes develops team neutralise anyweaknesses coordinates resources exercises selfdiscipline perseverance acts focal point teams effort especially underpressure delegates effectively behaviours avoid recognising enough abilities team using team resources competing team types failing add creative innovative challenging aspect role abdicating leadership role face strong competition particularly shapers possiblyplants two art client management manager chair coordinator good position lead team comfortable standing back fromthe detail mobilise people tackle issues theireffective interpersonal skills also mean people willlisten take lead effective chair shaper role makes things happen gives shape strong direction activities team injects energy drive teams proceedings methods directs teams focus setting objectives clear priorities adopts wide perspective teams goals helps individuals understand roles contributions exerts strong directive in\ufb02uence teams dis cussions summarises outcomes terms objectivesand targets often appear impatient rush focuses progress achievements intervenes team wanders objectives challenges others purse directions argumentative dismissive people move fast high performance consulting skills behaviours avoid overly directive style assumes undue authority directive making summaries appraisals interventions tactful overly blunt even rude insen sitive needs others becoming isolated remote team losing identity team member seen egotistic competing team members particularly plant monitor evaluator shaper performs best operating team peers \ufb01nd formal leadership position theymay well need adopt coordinator type behavioursthis may require involvement routine activities andmore selfdiscipline shapers normally focus broadbrush approach getting things done little timefor detail want drive forward also need towatch insensitivity needs others notin longterm create problems tact diplomacy always high priority shapers plant role acts primary source ideas innovation team creative agent provocateur independent perspective two art client management methods concentrates attention big issues major strategies formulates new often radical ideas approaches looks possible breakthroughs approaches methods times contributions presenting proposals appropriate inappropriate moments behaviours avoid attempting demonstrate capabilities wide \ufb01eld contributing ideas reasons self interest indulgence rather teams needs alienating team taking offence ideas evaluated criti cised rejected sulking refusing make anyfurther contributions team becoming inhibited putting ideas forward especially dominant extrovert overcriticalgroups intimidated alternatively arguingwith shapers plant needs exercise selfdiscipline prepared listen team members comments ideas proposals particularly monitor evaluator colleagues iffound leadership role plant must let stressesof controlling team sti\ufb02e creative input nondirective roles plant expect used strong team resource devoting energies talentstowards establishing role creative thinker ideasperson high performance consulting skills resource investigator role explores teams outside resources develops useful contacts team harnesses resources team networker free agent methods makes excellent contacts quickly develops effective useful relationships allies team uses interest new ideas approaches explore outside possibilities introduces new peopleand resources team develops role teams main point con tact outside groups keeps uptodate newand related developments may helpful theteams work helps maintain good relationships team encourages team members make best use theirtalents especially team pressure behaviours avoid becoming involved ideas expense exploring others rejecting ideas information submitting team relaxing much pressure getting involved wasteful unproductive activi ties often results ris natural sociability two art client management resource investigators skilled communicators cre ative outlook vital helping bring new resourcesinto team networking capabilities make theminvaluable monitor evaluator role analyses ideas suggestions evaluates ideas approaches feasibility practical value deals facts introduces high level critical thinking ability team methods uses high levels critical thinking ability assess issues plans balances experimenting outlook critical assessment builds others suggestions ideas helps team turn ideas practical applications makes \ufb01rm practical realistic arguments adoption unsound approaches problems diplomatic challenging suggestions behaviours avoid using critical thinking ability teams expense tactless destructive criticism colleagues sug gestions liable upset others high performance consulting skills negative thinking allowing critical thinking skills outweigh openness new ideas provoking ayou always see reasons cannot done typeof response competitive behaviour others lowering teams morale excessively crit ical objective ignoring peoples passion emotional com mitment idea successful monitor evaluator combines high critical think ing skills practical outlook monitor evaluatoris team leader need ensure dominate members team sti\ufb02e contributionswhen nondirective role monitor evaluator thechallenge making voice heard appearingthreatening colleagues avoid tendencytowards undue scepticism cynicism strengths willhelp develop management capability team worker role strong team player member helps individual team members contribute promotes maintains team spirit effectiveness methods applies task observes strengths weaknesses team members supports team members developing strengths eg builds suggestions contributions two art client management helps individuals manage weaknesses per sonal advice assistance sel\ufb02ess outlook improves team communications builds relationships fosters strong sense team spirit setting example behaviours avoid competing status control team aligning one team member another avoiding dealing con\ufb02ict situations delaying tough decisions team worker role exercised different levels within team team leader manager team worker shouldsee role delegator developer people teamworkers qualities conscientiousness perseverancewill help ensure projects completed time tothe necessary levels cost quality completer \ufb01nisher role ensures teams efforts near perfect possible ensures tasks completed nothing overlooked injects urgency problems attention detail high performance consulting skills methods perfectionist looks errors omissions especially may result unclear responsibilities works tasks attention detail preci sion important looks mistakes detail actively identi\ufb01es work tasks require detailed attention raises standards teams activities maintains sense urgency priority behaviours avoid unnecessary emphasis detail expense overall plan direction negative thinking destructive criticism lowering team morale excessive worrying appearing slow moving lacking enthusiasm completer finisher role exercised different levels within team easily combined anotherrole manager completer finisher needs pay careful attention delegation skills keep unnecessaryinterference team members minimum juniorrole completer finisher need develop tact discretion avoid earning reputation nit pickerand worrier cfs also tend possess nervous drive thatneeds controlled directed positiveresults figure shows roles might stereotypi cally work project team two art client management figure project team working roles see relatively simple questionnaire generate powerful analysis preferences thatpeople operating teams client projects thatare likely involve degree team working realcomplexity early use belbins approach really starta team right way also course helps us internal consultants assess strengths weaknessesin terms team leading develop strategywith team deal development gaps attraction belbins approach clearly shows important range skills capabilities order deliver strong project team sametime also need consider type consultancy project might undertaking might mean interms types belbin preferences require youare trying break new ground develop highlyinnovative approaches might need lot plant orleaders coordinatorideas generator expert plant resource investigator shaper drivercompleter finisher monitor evaluator project managementcompany worker team worker high performance consulting skills resource investigator preferences equally build ing complex new production line may require lots ofimplementor monitor evaluator type preferences figure provides questions re\ufb02ect regard issue figure belbins team types project team cases internal consultant asked totake overall management implementationprocess perhaps supported expert project manager assignments may asked provideassistance less involved basis either situation yourinvolvement implementation stage importantbecause often client overall understanding projects background aimswhat consultancy task project need complete innovative breakthrough solutions detailed operational implementation tasks balance proposed project teamdo right balancedo need consider reviewing teams makeup projectwhat preferences project leader team two art client management blankchapter three marketing internal consultancythree marketing internal consultancy getting contracting client \ufb01rst stage consulting cycle involves getting front clients order discuss possibility providing somekind assistance moving classic support function internal consultancy perspective needto plan going market services manypeople new consultancy role major departure past practices actively promote yourservices opposed ready stream internal customers comes major challenge promote yourservices course depend objectives operating guidelines organization provided somecases may market services small scalehaving guaranteed regular amount work fromexisting clients situations may \ufb01nd inconstant competition external consultants win internal projects like form strategy \ufb01rst step developing mar keting strategy involves answering critical andfundamental questions demands step back fromany daytoday operational pressures commitmentsand look future goals objectives workingas consulting unit team need addressthese issues colleagues whilst questionsseem straightforward experience shows generate signi\ufb01cant discussion debate complete high performance consulting skills planning phase consider spending quality time activ ity perhaps full half day debating responses type consulting business clients needs results bene\ufb01ts services qualities objectives consulting unit potential barriers obstacles exist us competitors risks involved overall strategy adopt become successful illustrative purposes included example answers questions cover possible responsesfrom groups training development toinformation technology departments like strategy development simple answers questions youand colleagues hard thinking onlyyou develop relevant responses operation three marketing internal consultancy developing marketing strategy sort consulting group small highly focused consulting team providing value added services areas software systems designand support specialise development world classwebbased applications enhance organizational efficiency business performance clients clients senior executive middle management groups across organization clients require us clients require highly \ufb02exible responsive service areas webbased applications technology theydemand high level technical support ongoing consultancy compares best availableexternally services products provide provide range business focused training devel opment solutions well portfolio skills developmentprogrammes self development learning resources thatinclude webbased solutions cds manuals provide clients skills help maximise investment information technology key focus onmission critical business processes high performance consulting skills clients perception us client image high quality business focused customer responsive unit delivers real value addedsolutions limited resources clients regard value clients perceptions prices value highly cost effective competitive relation otherproviders provide high value added services intend develop client base seek opportunities existing client base propose develop new streams clientactivity particular stage development operate distribute services plan provide deliver services allocating dedicated individual business unit ensurethat every client manager direct contact services capability clients work daily basis withsomeone shares detailed understanding business challenges operating environment communicate promote services promote services existing client base actively promoting successes organizations various web sites seminars newsletters andpromotional literature also run regular brie\ufb01ngs toupdate clients latest service offerings three marketing internal consultancy financialbudgetary objectives achieve following objectives line agreed operating guidelines recover totaloperating costs internal wherever possibleexternal consulting activities answering questions demands high degree self analysis criticism use thinking everythingyou excellent clients different perspective might working twelve hour days think youare great job could client notaware must question allexisting activities clear startingbase evaluate past track record strategy involves developing clear focus demands make choices decide differentoptions spending quality time debating choicesyou likely develop clear focus futureactivities conducting client demand analysis another key planning activity conduct parallel one involves client demand analysisindeed activity really assist development yourmarketing strategy objective exercise identify current clients wantfrom terms services products figure showsan example form use process relatively simple design powerful terms impact high performance consulting skills figure mapping customers clients complete analysis required think every possible client group serve need identify service currently provide mostsupport functions services provided revolve around\ufb01ve key areas giving advice offering kind service physical transactionyoucustomer customer customer customer customer satisfied current client mix need consider developing new clients need consider dropping clients targetting right clients need impact add value towhat providing advice counsel opinions service activities completed another dept information providing facts data reports new knowledge added value new analysis research strategic input dealing future three marketing internal consultancy providing information facts data reports providing new knowledge adding something new organization strategic contribution adding something strategic organization form analysis powerful forces consider clients extent currently satisfy needs may typically discover youfocus clients others mayhave in\ufb02uential clients little next step re\ufb02ect analysis decide happy current level client service mixafter re\ufb02ection may \ufb01nd deciding reduceyour services certain clients increasing effortwith others order develop stronger relationships suchdecisions set broader strategy andwhat decide deliver longterm success may alsoconclude focusing enough higher valueadded activities providing new knowledge making astrategic contribution might involve adjusting thetypes activity get involved course giving advicecan highly signi\ufb01cant contribution dependon areas working strategic planning type processes right wrong answers questions obtainmaximum bene\ufb01t working two processeswith colleagues ultimately need make cleardecisions objectives role operating style youwant emerge analysis clear focus senseof direction assist develop mediumto longterm contribution high performance consulting skills clients look develop even detailed responses ques tions need constantly put clientsshoes ask buy peoplethis immensely powerful question ask consultant think clients needs focuson client looking selecting consultants three marketing internal consultancy present proposals clients remember put shoes apply challenge cant come satisfactoryanswer dont expect clients buy talk language business whenframing presenting proposals anticipate questions askedthese likely contain objections proposals work theseand close achieving buy tracey norbury development adviser hsbc tangibles clients look tangibles business performance ef\ufb01ciency improvements reduced costs improved revenuesenhanced levels customer service probably themost important factors get clients interestedin services harness marketing efforts aroundthese types hard business bene\ufb01ts business understanding clients buy people feel understand business challenges problems issues ask well youunderstand clients businesses much time youspend really trying \ufb01nd current pressuresare face answer much start developing knowledge base \ufb01nding much asyou challenges methodologies clients impressed proven methodologies detail precise ways implementing change indicate thatthe consultant well thought approach bevisibly seen methodologies provide clients high degreeof comfort consultant knows andis professional approach methodologies dominatethe areas production information technology theycan also adopted consulting areas training development change management alertto possibilities using adapting methodologiesand techniques \ufb01eld consulting work reassurance remember client commissioning consultancy serv ice putting position risk arein effect placing con\ufb01dence trust someone todeliver something great important clienttherefore needs strong degree reassurance consultants competence track record many clients hiring consultant asking selves whether made right decision clientslike con\ufb01dence peace mind regard theirdecisions sure deal less tangible aspectsof client relationship keeping close clientcommunicating advising progress offeringconstant reassurance staying close clients beingproactive relationship central developing strongclient sense con\ufb01dence high performance consulting skills clients look actually buying consultant well two critical things clients buy internal consultant identifying real client need part role consultant help client translate broad concerns issues speci\ufb01c needsthat satis\ufb01ed intervention support large part consultancy work involves challengingyour clients thoughts uncover real needs whatit really want addressed often clients arenot clear want time must bedevoted probing trying identify real problem three marketing internal consultancy consulting team operating statement use nestec productivity team npt career devel opment step cs commitment credibility con\ufb01dence find synergies wheels invented use brainpower employees know dont apply focus way stop compromising commitment operating statement nestle nestec productivity team vevey switzerland courtesy curt blattnerareas client client initially says want may need initial contact involvement client involves trying resolve de\ufb01netheir real underlying business needs solutions ultimately client wants solution problem prod ucts methodologies assist achieving goalare highly valuable never lose sight fact isthe \ufb01nal solution matters client therefore developing marketing strategy plansfocus involvement solutions help yourclient solve problems helpful tips never ever confuse trying sell client wants buy must always address clients real needs think need one thegreatest faults consultants focus theirsolution expense clients problembe sure constantly address problemas de\ufb01ned client elegance ofyour methodology process following golden rule ensure stay client focused high performance consulting skills tbeginning market recognising starting point get real world clients secure different reactions approaches figure illustrates range potential client reactions thatmight greet marketing activity conduct clearly itmakes sense focus efforts clients eitherexpress genuine interest services actively seekyour assistance longer term also need remainin touch potential clients aware services may requested help cannotafford ignore clients may represent valuable source future work indeed may well needto spend time trying understand contacted wary expending lots energy efforton people intention ever wanting use yourservices life hard waste effort people arenever going buy services better focus effortson people understand offer areprepared work cooperative way sortsof clients want cultivate figure marketing internal consultancy client recognises abilityhired zero client interestinterest shownclient wants helpwhere starting three marketing internal consultancy marketing senior management key clients trying focus marketing activities re\ufb02ect classic pareto principle another simple butpowerful way focus marketing efforts marketing principle suggests clients accountfor workload success critical marketingquestion addressed whether know client base actually delivering successreferring earlier client analysis may help comeup right answer constantly review question analyse marketing approach test effectiveness organizations avery important element likely seniormanagement cadre course power hireyou action new projects initiatives really challenge much work keyleaders organization concentrating marketingefforts senior management frequently gain following bene\ufb01ts bigger higher value added projects referrals parts organization access strong sources in\ufb02uence strong resource allocation powerbase appeal times dif\ufb01cult high performance consulting skills sell senior management selling senior management three key steps follow understand clients motivations consultancy selection process need identify early stage key decisionmakers clientside identi\ufb01ed often bemore one try identify individualneeds wants remember managers arenot motivated thing notalways solving problem examine rangeof personal needs might exist around table re\ufb02ecton classic needs solving problem exploiting new opportunities arise result project securing personal credit make look goodhelpful tip put clients shoes remem ber clients want listened feel important respected needs addressed know simple clear terms help three marketing internal consultancy criticise previous decision approach pay back time political ambitions within organization need show high performance consulting skills real change happen enthusiastic business sponsor personally committed open doors engage decisionmakers return sponsor looks internal consultant understandthe business provide workable solutions effective working relationship built trust clear agreement delivered tracey norbury development adviser hsbc never overlook desire personal gain political ambition many senior managers always looking forprojects make look good organizationit nature large organizations power games arefrequently played alert hidden agendas personal ambitions focusing aspect selling process trying identify different types client need greatlyenhances chances success connecting clientswhen pitching projectde\ufb01ne business priorities skillfully de\ufb01ning articulating clients key business priorities easily identify outputs deliverablesthat client seeking achieve always re\ufb02ect priorities terms reference client instantlyrecognises better still try add new insightsfor client around business priorities reallyimpresses clients gives con\ufb01dence overall approach involvement state bene\ufb01ts involvement selling product service professional marketing people always distinguish clearly features bene\ufb01ts features merely aspects approach aswe use latest technology detailed methodology features interesting client reallywants hear technology solve problem bene\ufb01ts normally result features itis bene\ufb01ts clients really like example bene\ufb01t ofusing particular type technology producea faster quicker solution likely far moreinterest client involves saving time money whilst methodologies techniques important part marketing approach focusing bene\ufb01ts really focus arguments andefforts major features involvement classic mistake people make selling consultancy soalways ensure stay resultsfocused highlightthe bene\ufb01ts approach solution offer ask approach solution improve thebusiness hard tangible terms think bottomlineresults three marketing internal consultancy practical tips improve marketing effort solve problems chief executive of\ufb01cer board focus organizations pressure points \ufb01nd business hurting see canhelp always pays consultant business andperformance focused use factual bottomline business performance meas ures promote activities demonstrate realvalue added contribution work managers converted approach services dont waste valuabletime effort managers never understand appreciate work focus people whovalue input cultivate wordofmouth referrals best form marketing well cheapest recommendations happy satis\ufb01ed clients cultivate yourclients promote work around organization think developing distinct identity organization discuss possibility promoting alogo newsletter informs organizationabout role services network seize opportunities present work others asked make presentation theannual sales conference see opportunity talk successful project better still dothe presentation partnership client high performance consulting skills audit staff check displaying client focused behaviours efforts bewasted person answering phone less thanprofessional attitude towards existing andpotential clients develop personal network contacts internally externally organization takepeople lunch talk projects invite externally speakers organization invite in\ufb02uential managers along helps positionyourself someone trying add value theorganization visit companies organizations find best practice \ufb01eld operation yourability comment matters gives credibility power in\ufb02uence collaborate internal consultants organizations help improve skillbase give new ideas send relevant articles work general busi ness key clients easy low cost way ofkeeping front article relevant may well mention next time meetalternatively something casually raise discussion topic may even\ufb01nd client asks follow ofthe points contained article keep clear record client meetings dont lose touch clients clients like consultants ring run workas gives negative perception valuethem view effective consultants work hardat maintaining relationships even work onoffer always thinking longer term andremember client contact form marketing three marketing internal consultancy remember business comes exist ing client base try actively promote workand keep clients touch types workyou engaged finally stay alert opportunities project matter small potential develop intoother areas larger assignments internal consultancy case study background matthias behrens director business process man agement autodesk founded autodesk inc isthe worlds leading design software digital content company offers solutions professionals building designgeographic information systems manufacturing digitalmedia wireless data services employees located of\ufb01ces around world aboutfour million customers countries one thelargest pc software companies world matthias team providing services around proj ect business process management globally theautodesk organization internal consultancy autodesk team broad role main goal work help organization improve ability executing critical change efforts provide varietyof tools methods services around project processmanagement whilst services optionaloffering organization also additionalresponsibility ensure project teams adhere vari high performance consulting skills ous standards dual role requires us perform care ful dif\ufb01cult balancing act wide variety customers services begins senior management want investmentsto go valuable projects also want seethem effectively implemented project sponsors turn wantto see proposed initiatives approved funded finallyproject managers teams want help applyingproject process management tools techniques clients eager ensure project process management input provide adding anadministrative burden work constant challenge us get right balance enforcing certain globalstandards without losing credibility real partner intrying provide valuable consulting services effective role developed set working practicesbehaviours attitudes help us address thechallenges face work involves change helping people go work different way however many thesolutions provide automatically perceived asvaluable autodesk organization values speed \ufb02exibility risktaking among core values people naturally worry suggestions might slow increase work burden often meet someinitial resistance try help successful we\ufb01rst try understand colleagues motivations needs andworries project sponsors business managers different needs invariably con\ufb02ict imperativeto understand needs develop individualstrategies serve requirements internal consultants role selling standard solutions three marketing internal consultancy trying solve clients individual problem requires different belief seeing customers colleagues clients clients choose take services advice go elsewhere clients haveto persuaded provide real value second belief abandon expertise critical success experts project process management easy fall intoa lecturing mode telling client run project highlighting mistakes generally prescriptivethis approach inevitably results resistance successful learnt listen clientsproblems try really understand underlying drivers often help asking questions rather bygiving advice frequently facilitate process project teams \ufb01nd answers problems involving client \ufb01nding solution rather presenting seems successful approach us experts project process management natu rally use standardised approach consulting process treat engagements formal project whilst managers see initially kind overhead develop produce formal project engagement charter start project follow asimple clearly phased process run projects thefollowing pages see approach contracting phase example project charter termsof reference documentation key document amajor element client management approach high performance consulting skills us charter documentation following advantages ensures expectations properly set par ties involved outset project key factors like timelines boundaries stakeholders deliverables clearly de\ufb01ned discussed client well consultant clear visibil ity lifecycle theproject develop approach many challenges remain us establishing real measures success constant chal lenge consultants provide lot advice managewithout authority share project successis extremely dif\ufb01cult measure de\ufb01nition job moreabout influencing persuading controlwrongly set measures detrimental effect ofpushing consultants expert mode trying pushclients perform certain activities consultantsgoals achieved internal consultant work \ufb01t normal performance management process withinthe organization goals need carefully formulatedand often less smart objectives might desirable whichis course contrary conventional performance management thinking services freeofcharge standard success measure applies external consultants generation consulting fees also applicable three marketing internal consultancy dealing remoteness another key issue team working globally distributed organization personal contact internal customers often limitedto phone conversations sometimes might monthsbefore able meet clients facetofaceworking across many different time zones means haveto communicate via email unearthly hours inconvenient locations frequent travel use video andphone equipment online web tools ease problem remove time internal consultants role requires high level in\ufb02uencing skills ability read clients bodylanguage facial expressions informal watercooler conversations signi\ufb01cant skill requirement outstanding interpersonal skills combined thenecessary technical skills achieve maximum impact operating internal consultant continues pose unique set challenges certainly requires change inattitude approach normal support specialist rolebut master skills techniques rewardsare immense prize ability in\ufb02uence organization levels positive client feedback turn aconstant demand services anyone embarkingon journey would say enjoy great way togrow develop skills high performance consulting skills proj ec c h ar ter pr j e c namepr oj ec feb ver z wh th e g ha ter es n ou tc om e di ct ly inv ol dst ake hol der sex tended te proje ct plan ning q ui nt ef e v al el ec ti tool etu p dat migr rol l outhigh lev el sc dul e feb r apr may j u n ju l u g sep oc tz exa mp le us g pro tot yp e pp r oa ch ut ou r cin g us g pac ka ge yst em us ing co ns ul ta nt e tcapproa ch l ege nd c n fid e n ce n chedu le green h g h blue e u red l wfundi ng sou rce r e u r c e yo ne w ill ha w ork pa rt time th e team tr est er pro j e c gui el ne q u ment def n ti n de v el p en te ng doc ume nt n tr ai ni n g sup p r pl nproj ec chart er pr j e c namepr oj ec feb ver st ate h ig h le l go al yo ur pro je ctpr oje ct goa ls pr oje ct wi c v er ite ms w hin scope pr oje ct wi cove r impo r ta nt sp el l ut whic h ems w ill n ot de liv er ed na ge e xp ec tat io ns pr oje ct na ger nd co team z pr ojec ag er z co tea mb er z pr ese nt ati u er gr ou p tbnbusi ne ss c ope c team u ar ke p es del ra bl es k ey de liv er able ny ke ph es st age pr oj ec mov g thr ou ghco st nef co st e r le n pe r n eff ort et c ne fi qu ti ta tive qua lit ive three marketing internal consultancy proj ec c h ar ter pr j e c namepr oj ec feb ver pos p roje ct ownership z would sponsors stakeholders evaluate project successfulsu c c e c r e r ia take outlined approach project alternatives consideredand chosen project alternatives commentalt er nat ive suppl em ent al owns golive date organizations aware sponsor name sponsor name sponsor name sponsor name ap prov al spr oj ec c h ar ter pr oj ect namepr oj ec feb ver fl exi b lity mat r x q ua lit yres ou rc es sc pemos fle xib lemo fle xib lelea st flex ibl e xxxz projects decisions project depends upondep ende nci esz example assumptions availability resourcestechnical tools etcas sum pt ions const r ai n te flexibility option checked oncez make project failissue risks timeless flexible x high performance consulting skills chapter four managing initial client meetingsfour managing initial client meetings initial client meetings starting point begin building client base organization mostcases invited potential existingclient discuss problem explore possibility providing assistance ability handle manageinitial client meetings professionally vital successinitial meetings \ufb01rst step promoting involvement expertise clients capability entera potential clients of\ufb01ce subsequently emerge havingsold services demanding challenging role may well case initial meeting already know potential client however wary makingassumptions deal clients veryeasy think someone worked manyyears simply old colleague may feel cansimply turn meeting good old chatwith approach take need viewformer colleagues different client perspective initial meetings conducted high degree professionalism simply arriving someones of\ufb01ce withthe intention friendly discussion wayto impress clients throughout meeting want sendstrong messages potential client value andappreciate time show keento assist client problems challenges maybefacing high performance consulting skills objectives initial client meetings learn clients operation understand clients problems challenges determine whether might able help assess provide assistance necessary timescales assess interested problem begin building client relationship re\ufb02ect clients problem agree next steps withdraw involvement essential rules managing initial client meetings important rule initial meeting get client talking getting initial meeting thorough professional manner requires follow setof clear guidelines adhere \ufb01nd thatyour initial meetings run successfully ensure always arrive time never late even client remember privilege introduce colleagues two consultants interviewing carry clear focused introductions nature skills outline understanding broad purpose objectives meeting check amount time client available meeting four managing initial client meetings obtain clients agreement meetings objec tives timescales forms basis contractfor meeting want \ufb01nd much youcan clients situation discuss clarify understanding back ground issues asking lots openendedquestions summarise re\ufb02ect back clients comments regularly ensure understood hasbeen said ask access supporting relevant materi als concerning problem reports documents thatmight supplied meetinghelpful tips powerful question ask client initial meetings would success looklike project successful andwork question also followed would people differently aresult proposed initiative wouldthey instances questions secure powerful responses client willde\ufb01ne terms exactly theywant project involvement todeliver surprised quickly youobtain clients fundamental requirements high performance consulting skills check areas client want get involved establish boundaries yourwork agree results client would like achieve prepared explore tentative ways possibly solve clients problem remember veryearly start prescriptive solutions summarise agree next steps concerning involvement key actions responsibilities beforeyour next meeting cases mean youpresenting initial terms reference discussion agree date time place next meeting agree basis maintaining regular contact access client example weekly minute meeting review progress one page summary key actions sent client every week monthly review meeting client project team agree form communication client announce involvement project agree adistribution list interested parties offer draft thisletter client review circulate four managing initial client meetings keep record meeting write client con\ufb01rming discussed agreed action points also con\ufb01rm datetime place next meetinghelpful tips watch disappearing client syndrome initial meeting must discuss agree client communicationsand reporting arrangements proposedproject often projects consultants fallvictim client promoted becomestoo busy simply loses interest projectin effect disappear must establish basis regular client access initial meeting agreed precise reporting arrangements subsequently confirmed writtenproposal refer clientstarts miss review meetings regular client access allows update progressand problem areas also means dothis sooner rather later must alwayskeep focused main client notallow drift away project high performance consulting skills tthings avoid initial meetings appearing unprepared unprofessional probably worst impression give client initial meetingbelow list containing classic errors avoid themat costs stating objectives meeting listening client talking much client displaying arrogant aggressive behaviour in\ufb02exible interview approach running time deal issues drawn making personal comments people departments organization voicing recommendations early remember may systems people issue demonstrating lack con\ufb01dence credibility leaving meeting wrong problem proactive enough suggesting events progress next stage four managing initial client meetings convey respect openness understanding initial client meeting respect arrive time polite courteous acknowledge clients opinions respect values agree contract meeting objectives timing etc allow client time talk concerns give client full attention avoid patronising comments observations avoid judgemental listen openness clear open objectives early stage avoid matters may involve organizational politics intrigue prepared admit part errors mis takes misunderstandings share thoughts ideas client honest explaining scope limitations work honest answers dont know say dont know challenge client understand thing better ask rather later askinglater may make look foolish high performance consulting skills understanding demonstrate real appreciation clients posi tion informed questioning regularly summarise clients answers comments recognise clients may strong feelings certain issues initial client meetings consultants template part professional approach always attend initialmeeting questions prepared well advancethis help project con\ufb01dence senseof experience end initial meeting need tocarefully record results client discussions consider using template end chapter act asa focus questions record key points following pages provide simple examples illustrate howthey might used see four managing initial client meetings initial client meetings example high performance consulting skills initial meeting form next meeting datetimeplace march head of\ufb01ce chicago duration meeting hoursaction visit sites jp mt interview key staff mt prepare integration strategy mt key client staffinitial thoughts solve problem establish project team highlight key issues develop integration strategymeet staff understand per spectives key concerns communicate intentions set draft timetable develop resourcing staff release schemes line hrdepartment supportwhat clients issues requirement merge two key functions following acquisition different culturesand work processes need rationalise staf\ufb01ng levels successfully integratenew activities workloadwhilst minimising operational disruptions delays large operations different business systems styles andculture along need effectrapid integration monthsdescription clients operation finance functions currently process key \ufb01nancial reporting activities businesseswhat client reportingstructure jim davies cfo carlos mendes vp finance jenny bond manager erica hoffman managermeeting purpose discuss merger two \ufb01nance departments new york area following recent acquisition major competitor business dept client name present vp finance jan peters mark thomaslocation head of\ufb01ce chicago date time march four managing initial client meetings initial client meetings example initial meeting form next meeting datetimeplace sept zurich of\ufb01ce duration meeting hoursaction get budget gp detailed requirements meeting dh dt visit key business sites rw rbinitial thoughts solve problem review existing status project key vendors establishexact position establish transition team develop draft plan involvementof key stakeholders meet key stakeholders operational impact issues address customer staf\ufb01ng communicationswhat clients issues need effect clear migration plan minimise disruptiondevelop plan make switch critical holiday period inorder lessen impact business customer operations real experience today han dling project complexity staff reactionsdescription clients operation speciality chemical business serv ing small medium sized businessacross europe department link sales mar keting accounts client reportingstructure rolf wigand director patricia jovenetti supervisor anne dabell james lock jan laubemeeting purpose discuss migration major customer database existing stand alone system new fully integrated state theart networkdept name present dept gert hunzinker david thirill rolf behrlocation zurich of\ufb01ce date time sept initial terms reference prepare initial terms reference visible professional way demon strate client understood problemand requirements producing terms reference thisdocument serves contract yourclient probability referenced updated oncomplex projects several times life assignment extreme cases main project objectives mayeven change clearly changes must documented sothat focus project lost essential thatany changes made terms reference discussedin detail agreed client implemented consultant power change initialterms reference without express agreement theirclient client signed changes tothe terms reference project really begin initial terms reference contain main characteristic quality terms reference clear concise needs clearly indicate whatthe projects objectives work consultant isproposing also needs highlight constraintsor assumptions making also show keystages milestones involved plan also toindicate resourcing appropriate costs high performance consulting skills key headings use description content include following background description background work project identify past problems relevant issues include information gained initial client meeting keep section maximum two paragraphs provide someone new project witha clear simple overview objectives state outcomes business objectives must achieved work state client boundary document boundaries scope work cov ered clearly identify done done departments involved constraints record constraints working including time people money equipment resources four managing initial client meetings assumptions state assumptions making example access resources client staff \ufb01nancial budgetsthis indicate client information need initial terms reference signed assumptions left eitheragreed adjusted basis carry outthe work following client discussions exampleyour client agreed managers beinstructed release staff attend interviews inthe real world cannot assume would havehappened many projects failed manyassumptions made proved anassumption doubt raise assumptionclarify remove client reporting state client reporting requirements showing client side receive reports reports presented meetings elec tronic mail paper precise format report take microsoft word powerpoint etc text document landscaped powerpoint slides reports delivered high performance consulting skills project deliverables state project deliverables indicating deliverables delivered note milestones activity time chart show major tasks involved project sequence indicate done show week number completion dates long take completing tasks show milestones key deliverables made eg presentation report system speci\ufb01cationoperating procedures client workshops finance appropriate show staff fee rate project stage show necessary resourcing material costs show total estimated budget required four managing initial client meetings sample initial terms reference initial terms reference headings transferred onto form use project figure highlights key elements tor figure project terms reference form found chapter internal consultants toolkit review following example re\ufb02ecton might incorporate approach consulting work remember stage preparing initial terms reference based understanding projectthese details invariably change informationwill added project progresses develops background objective boundary constraints assumptions reporting deliverables financebackground description background work done two paragraphs maximum objective state overall business objectives state project sponsor boundary work done work done departments involved constraints note constraints terms time people equipment money assumptions customers provide information tor signed assumptions reporting reporting requirements receives represented reports delivered meetings electronic paper deliverables going deliver going deliver finance much project cost include cost people equipment expenses client signoff high performance consulting skills four managing initial client meetings page terms reference form boundary involve senior management hamburg site understand document services required interview staff external support companies interview staff hamburg site determine level satisfaction employees recommend individual employees new postobjective investigate service level provided two external companies document skills required support functionbackground last two years hamburg of\ufb01ce increased staff support training computer maintenance currently supplied two external companies servicelevels vary considerably head of\ufb01ce international drive create internal sup port sections wherever possible throughout company toprovide greater control quality service employeesstart date september project name internal support departmentlocation hamburg consultant name emily goodsondate august client name boris lang directorhigh performance consulting skills page terms reference form deliverables milestones provide \ufb01nal report end assignment weeks time present \ufb01ndings directorreporting provide brief progress report every friday use internal electronic mail systemassumptions members external support companies available inter view internal staff members available interview interviewees available one week periodconstraints details assignment must discussed external support companiesfour managing initial client meetings page terms reference form approved client date time chart project activity effort start week prepare plan eg bl services needed eg investigate co eg investigate co eg interview staff eg report eg presentation eg bl total effort x days estimated costs resource name emily goodson rate effort cost resource name boris lang rate effort cost resource name rate effort cost resource name rate effort cost equipment name cost equipment name cost expenses cost total estimated costs writing client proposals projects \ufb01nd competi tive situation may bid work proposeto carry circumstances present formal written document potential client soyou need expand initial terms reference intoa full proposal include sections covered terms reference add someadditional information enhance \ufb01nal proposal structure proposal clear logical manner several clients involved \ufb01nal decisionmakingprocess try identify re\ufb02ect various needs inyour proposal submit proposal client typed narra tive document must presented completedform use headings initial terms reference expand section provide detailedinformation helpful tip keep time spent drafting client proposal line size assignment offerdont spend one week writing proposal aproject likely last days needto use time effectively focus energies proposals offer best promise high performance consulting skills tfor example enhance boundary section explaining type research information gathering undertake want interview muchtime need complete work enhance activity time chart providing descrip tion activity indicating yourresponsibilities also clients specify time costs involved use internalexternal consultants remember planning activities take account factors holidays availability clientsand staff agree absences advance withyour client avoid problems later stage finally remember check key facts numbers additional headings include proposal concern consulting experience section outlines professional expertise com petence carry assignment include previousexperience addressing similar projects problems andalso include curriculum vitae team thatwill used project include details teamsskills experience methodology section deals approach tackling proj ect describing detail approach methodologyif involved information technology trainingconsultancy might describe process conducting development cycle linear iterative trainingneeds analysis four managing initial client meetings remember whole basis effective client management avoid possible problems predicting advanceand taking corrective action ensure arise thegolden rule never surprise clienthelpful tip complex multidisciplinary projects may consider extent youcan accept responsibility quality workof third party contractors consultants whomay become involved project conscious possible expo sure liability event third party failsto complete work time instancesyour proposal specify conditions formanaging accepting involvement otherparties real control butwhose work impact project outcome failure deal type issue canhave disastrous consequences later date high performance consulting skills tmanaging initial meetings checklist \ufb01rst stage internal consulting process involves establishing working relationship client primary objective clearly identify clients needs andbegin exploring might provide assistance itinvolves submitting terms reference agreeing indetail projects objectives timescales costs questions ask client consider problem appear fully understand problem issues surrounding client appeared identify right wrong problem client want take full ownership problem client aware limitations trying solve problem client see partner tackling problem important parties clients may need brought project ensure successful outcome backing boss start proj ect sell upwards client fully aware commitments responsibilities commissioning project real problem facing client four managing initial client meetings clients perspective competent knowledgeable appear behave professional manner work trust make think different ways problem right expertise track record initial thoughts plans practical realistic terms reference proposal reasonable client thoughts report senior people within organization listen well aloof arrogant value time like person statementsquestions might use main business concerns moment real issues problems see happen situation continues people said situation colleagues think situation asked us provide assistance high performance consulting skills role see us playing helping address problem successful project would success look like could access relevant data reports considered options parts organization areas want us get involved thought ways might address issue initial thoughts tackling work four managing initial client meetings blankchapter five understanding de\ufb01ning clients problemfive understanding de\ufb01ning clients problem initial terms reference proposal agreed client really begin understandyour clients problem requires detailed analyticalreview issues circumstances surrounding problem de\ufb01ning business problem need maintaina clear independent perspective times dont beprejudiced past experiences easily persuaded emotive arguments persuasive people maintaining detachedand objective outlook essential success understanding clients problem endeavour gather information variety individuals sources information consultancy projects normally collected through\ufb01ve key methods desk research interviews group interviews questionnaires process mapping techniques chapter explore essential characteristics provide key advice use securebene\ufb01t client projects two key factors helpyou determine appropriate methods use are\ufb01rstly number people reasonably expect toinvolve given time constraints secondly depthof knowledge need fully understand problemfigure illustrates relationship two factors tothe different approaches high performance consulting skills figure information gathering techniques desk research cases desk research conducted early stages project although may circumstances itwill required middle project desk researchinvolves identi\ufb01cation analysis speci\ufb01c sourcesof documentary evidence maybe relevant project course lots projects deskresearch limited reading backgroundpapers documents previous reports theremay times need access widevariety information sources preparation startof project situations need apply disciplined analytical approach work identifythe relevant sources information record keypoints future project workhigh high lownumbers peopleinvolved knowledge problemsurveys desk research interviewsgroup interviews desk research interviews five understanding de\ufb01ning clients problem desk research normally involves three stages identi\ufb01cation relevant sources information review analysis information sources preparation key \ufb01ndings conclusions result ing research may require review sources information organization reports procedures operating manuals competitor publications financial reports technical journals professional association reports journals trade journals specialist journals business magazines government reports consultancy surveys reports industry association reports relevant books desk research helps build real understanding par ticular issue cases may result producinga report highlighting key \ufb01ndings part widerproject undertaken high performance consulting skills interviewing clients preparing interview structure \ufb01rst point emphasis interviewing people course project assignment everyoneis client potential become client itis therefore important always conduct theutmost courtesy professionalism even interviewing people extreme circumstances unhelpfulor even impolite treat everyone equal respect aninternal consultant never predict mightend working someone interviewed soalways exercise care conducting interviews upsetor annoy someone today may problem nextyear stand trying secure newpiece work different matter interview simple way gaining information questioning discussion client interviews must controlled consultant clear set objectivesand structure time interview must givethe impression interrogation harass peopleover questions antagonise result negativeoutcomes also sure avoid allowing personality con\ufb02icts personal likes dislikes cloud judgement duringan interview stay detached objective times preparing interviews develop checklist issues want discuss broad range questions tendto helpful detailed list questions willultimately ask depend replies reactions youreceive interview progresses flexible yourapproach checklist questions provides withmore scope adjust focus \ufb02ow interview five understanding de\ufb01ning clients problem key objective information gathering interview get client talking use magical paretorule client speaking time youasking questions remaining dominate aninterview likely leave understood clients viewpoint even worse problemyour ability listen rather talk critical successful client interviews simply use asmall select number openended questions yourclient provides relevant information bad interviewis talking time thesign operating expert consultant behaviour initial stages tend deter mine level trust exist throughout interviewyou therefore need display lots interest empathywith client accelerate process offering sharecontrol interview jointly agreeing agenda interviews beginning need establish credibility well deal anxieties client mayhave process appear worried nervousyou sometimes arouse similar tensions less con\ufb01dentinterviewees need present highly detailed explanation technical quali\ufb01cations career details canbe interpreted clients demonstrating lack ofcon\ufb01dence even worse arrogance objective shouldbe instil client sense comfort mutual respectso keep simple state role general background interview objectives themeeting high performance consulting skills developing planning interview approach keep following guidelines analyse advance background information clients operation eg problem areas performance indicators key personalities current businesschallenges competitor threats state clearly aims objectives interview decide topics want focus prefer ably aid checklist prepare plan interview structure allocate timings section interview find agree client inter view take place general rule people morecomfortable surroundings alsohave easy access additional information mayrequire making interview appointment clients always con\ufb01rm purpose objectives themeeting ideally write advance interview con\ufb01rm details enclose draft agenda themeeting helps offset concerns mayhave interview also helps prepare themto deal issues want discuss refer written agenda interview use means controlling pace interview help move client forward theyare staying long one subject area five understanding de\ufb01ning clients problem interviewing together colleague make sure agree clear roles beforehand allocatequestions speci\ufb01c topic areas giveyour client professional impression show thatyou strong roles project havingone consultant sitting asking questionsfor entire interview little instil client con\ufb01dence even worse could give impression thatyou wasteful inef\ufb01cient agree client interrup tions interview high performance consulting skills insight internal consultants always try hunt pairs interviewing client alone dif\ufb01cult easy get locked pattern discussion realise youhave lost track control working another colleagueyou develop speci\ufb01c roles help one ofyou gets dif\ufb01culties hunting pairs also helps reviewing interview afterwardsmanaging client interview start interview outline purpose interview check interviewees understandingof objectives even previously sent written con\ufb01rmation client maybe case didnot read properly forgotten afterhaving indicated time require interviewpolitely request assistance agreement interviewee objectives ask client whether wishto add anything interview agenda formalcourtesies may seem little elaborate help overcome potential hostility might instancesbe surrounding project questioning technique allow client follow line thought provided movetoo far away areas want focus conscious time constraints client maybeworking remember people likely disclosemore feel comfortable free express adopting aggressive questioning stance notnecessary result interviewee becoming antagonised refusing offer real informationalso avoid interrupting overly critical anythingthey may say may need challenge pointsbut without adopting hostile questioningtechnique end interview summarise client stated thank help cooperation alsorequest permission come back additional information work require five understanding de\ufb01ning clients problem managing client interviews checklist good practice make client feel comfortable put ease clear introduction ensure client clear objectives interview obtain clients agreement objectives allow client add scope interview wish ask permission take notes interview state intend handle issues con\ufb01den tiality open honest help establishrapport trust outline happen information collecting encourage client talking high performance consulting skills insight professional way end interview ask client anything discussed raised think maybe relevant work undertaking cases get neutral response occa sions get really important piece informationthat help overall project equally question nice effect handing close interview client use openended questions beginning interview followup client answers using probing questions elicit details issues con\ufb01rm understanding said summarising regularly try drawn making speci\ufb01c comments controversial issues align toany one viewpoint never criticise people departments also dont forget keep track interview structure ensure topic areas covered ask information new issues emerge interview obtain speci\ufb01c examples details facts client trying explain recognise irritation part client thank interviewee time assistance advise happen next things avoid information gathering interviews talking much client unnecessary jargon irritates clients provides ready opportunity criticise yourwork interview almost certainly later colleagues interrupting client making assumptions interviewees views opinions check challenge assumptions five understanding de\ufb01ning clients problem asking leading multiple questions antagonising client aggressive behaviour running time taking interview notes information obtained interviews recorded interview consultants towork hard improving quality notetaking itcan dif\ufb01cult task take precise detailed notes duringa lengthy interview need develop disciplinedapproach end pages scribbled andsemiintelligible comments firstly record name androle interviewee date interviewtook place \ufb01rst sounds obvious amazing interviewed perhaps twenty\ufb01vepeople look set notes wonder whose comments belong combined use broad listof questions topic headings assist structuring information interview proceeds also need review information obtain check provides require carryout investigation research clearly disciplinedand analytical approach involved collecting informationis equally necessary recording actions take interview write full account interview soon possible send copy interview notes interviewee check correct misunderstandings alternatively add relevant pointsthat may missed makes clear communications also presents thorough andprofessional image high performance consulting skills group interviews group interviews involve situations ef\ufb01ciency operational concerns decide interview group ofpeople project situations may befaced group production workers taking extendedlunchbreak accommodate project schedule alternatively maybe asked interview group managersat end one regular review meetings manyrespects basic requirements handling types ofinterviews onetoone situations however need aware certain circum stances may requirements ensure everyone hasan equal contribution discussions dominated forceful dominant members thegroup extent may need exercise strong control one way introduce conceptof groundrules guide peoples behaviour thediscussions five simple powerful examples shownoverleaf five understanding de\ufb01ning clients problem insight client discussing sensitive information pays careful take notes making detailed notes yourclient reveals inner thoughts organizationsproblems politics induce sense comfort try tolisten make notes discussion moved offthe delicate information get client feelingthat kind policemanground rules controlling group interviews one person speaks time basic dis cipline one often needs enforced ingroup situations avoid several discussions takingplace people agree disagree helps move discussion forward appears gettingbogged minority participants ok negative try also offer pos itive alternative solutions ideas addressthe problem help manage people positive attitude situationsa group interview degenerate negativespiral unless managed properly hierarchy left door helpful manage crosssection ofpeople believe maybe concerns aboutstatus in\ufb02uencing peoples views lets hard issue soft people rule helps focus people getting toissues concerning problem areas rather allowing personal recriminations take place canoften happen heated situations consultant introduce groundrules outset group meeting state theyare help ensure productive exchange ofviews introduced essential thatyou police meeting order toderive real bene\ufb01t high performance consulting skills using structured frameworks obtain information group situations involving larger groups say people may consider introducing structuredgroup work solicit everyones views mightbreak groups people task withdiscussing set speci\ufb01c questions reporting back inthese types situation might typically use classicswot analysis requires review strengths weaknesses opportunities threats particular situation figure illustrates swot framework figure using swot analysis gather assess informationability exploith h lvalue businessstrengthsability addressh h lrisk businessw eaknesses ability addressh h lseverity businessthreatsability exploith h lpotential attractiveness businesso pportunities five understanding de\ufb01ning clients problem introduced framework would instruct small groups people spend minutes producingtheir swot analysis viewed speci\ufb01c problem situation internal consultant would thenask someone group present back analysis lead general discussion clarify yourunderstanding presented overview swot analysis pre sented use additional powerfulquestions promote discussion eg therisk severity weaknessthreat actually happeningif invest strength business bene\ufb01t would derive often questions help providegreater focus key issues surrounding problem remember also swot analysis really useful simple structure conduct onetoone interviews cansimply keep asking client highlight strengths andweaknesses etc complete also aneasy way collate interview notes another analytical tools easily used group sit uations force\ufb01eld analysis requires highlightinga particular problem objective asking peopleto brainstorm relate experiences issue usingthe framework direct peoples thoughts discussions two distinct areas driving forcing factors people believe capable helping solve problem achieving theobjective contrast blockers obstacles factors people believe currently preventing problembeing addressed objective achieved structuring exercises provide people \ufb02ip charts working papers including postit notes helpthem build information power high performance consulting skills swot force\ufb01eld models ability display lot potentially complex information simple visualformat figure provides simple outline force\ufb01eld approach figure forcefield analysis frameworks also enable people present views opinions structured focused way meansyou also able collect information ef\ufb01cient andcontrolled manner also effective means recording outcomes meeting group presented viewson \ufb02ipchart paper means data easily typedup edited objectives increase efficiency reduce human error speed transactionsforcers driversobstacles blockersforcefield analysis five understanding de\ufb01ning clients problem frameworks also simple explain highly participative approach two essential ingredientsto getting best group interview situation types interview questioning techniques overall interview objectives already mind thereare several types questioning technique use tocollect information begin outset interview considering whether trying obtain hard facts clarify understanding process issue problem get interviewee comment idea proposition challenge interviewees thinking understand attitudes feelings surrounding issue assess interviewee answered questions employ wide range techniques elicit client responsesdeveloping con\ufb01dence questions techniqueswill come naturally gain experience interviewing people early days consulting workexperiment techniques dont worriedif certain occasions always produce thedesired results interviewing skill develops time high performance consulting skills using openended questions openended questions essential element con sultants interview toolkit prevent clientproviding simple one word replies openended questionsencourage people talk particularly helpful duringthe initial stages interview promote positiverapport dialogue openended questions also highly effective either introducing new topics probing detailed information particular subject powerful openended questions begin examples openended questions actually happening point would describe current situation current facts regards service levels performance figures relating system objections raised customer unit present point time discrepancy \ufb01rst identi\ufb01ed see three major issues facing operation situation remain place long current systems managed would describe current strengths operation primary responsibility five understanding de\ufb01ning clients problem situation begin worsen management realise project beginning slip issues contributed problem realise customers reacting badly would expected situations openended questions also used understand clients views opinions speci\ufb01c issues eg feel think think idea views important would say alternatives available would react using speci\ufb01c questions speci\ufb01c questions allow probe obtain spe ci\ufb01c details facts surrounding issue many cases youwant emerge interview opinionsbut also lots hard facts speci\ufb01c questions help get thedetails use follow openended questionssome examples exactly situation \ufb01rst arise responsible owns process breakdown \ufb01rst happen operator report incident \ufb01rst high performance consulting skills exact circumstances involved agreed conclusion discussions percentage increase time report presented management anyone query speci\ufb01cation \ufb01rst time announced linking questions link question variation openended question acts bridge allows make transition fromone question another thus promoting smooth interview\ufb02ow examples link questions include mentioned affect weve discussed could look another element system problem issue relate point raised ear lier concerning \ufb01nancing problems relationship quality level training given \ufb01nished talking product x brings mind questions relate product yhow strong product five understanding de\ufb01ning clients problem exploring validating alternative approaches certain interviews particularly later stages project may need begin validatingcertain hypotheses strategies actions using following questions help obtain reactions frominterested parties clients skill suggest ideaor proposition sound though alreadyreached conclusion may put client fromgiving clear unbiased answer want clientto give straightforward reaction propositionor proposal perhaps could another way option available xy approach would work taking radically different approach look wayhow integrating activities together next time could complete job using competitors opposite started pursuing idea would suggest could bemade work told suf\ufb01cient resources process produce results thoughts high performance consulting skills providing nonverbal encouragement interviews nonverbal encouragement involves making noises ah oh uhh hmm client talksthis rapport building technique lets client knowthat actively listening would like hearmore verbal acknowledgements indications attention combined appropriate facial expressionssmiles raised eyebrows etc encourage clientto talk similarly also show empathy client careful use body posture facial expressions eye contact leaning forward demonstrating expressions ofinterest promotes increased dialogue however carefulnot overplay techniques clients may \ufb01ndthem offputting even manipulative using supportive statements supportive statements involve phrases seeand happened thats interesting couldyou say little bit sounds relevant supportive statements produce results non verbal encouragement extended answer yourclient reduces need set detailed questions aim using supportive statements lead yourclient providing much information detail possible least amount spoken comment five understanding de\ufb01ning clients problem checking facts asking speci\ufb01c information throughout assignment interview need establish speci\ufb01c facts obtain key information requires direct questioning approach butbe careful ensure sound hostile towardspeople directness question sometimes makethis dif\ufb01cult thinking questions consider voice tone sensitivity question thetiming heavy handed approach maysound like interrogator following types question illustrate approach information come con\ufb01rm \ufb01gures con\ufb01rm actually report operations director shown separate set \ufb01gures con\ufb01rm accuracy current systems availability verify data simply changing tone voice signi\ufb01 cantly change way questions might interpretedso careful think client might react avoidbeing proverbial bull china shop simple pleaseor would possible help soften blunt sounding nature questions high performance consulting skills showing empathy client certain times need demonstrate empathy client particularly important whenyour client discussing sensitive issues feeling vulnerable relating particular details followingstatements help get dif\ufb01cult areasof interview really concerned arent see caused great deal concern pretty obvious said annoyed understand must felt situation must really dif\ufb01cult situation deal situations may need offer kind sup port assistance client order engage theircontinued support interest case following statements helpful yes irritating let see help quite right angry suggest ideas resolving issue every reason feel upset thought tell details may able five understanding de\ufb01ning clients problem key word repetition key word repetition another rapport building technique encourages clients offer information ona particular issue simply requires pick keyword reflect back client followingmanner client two years ive working systems design internal consultant oh systems design oh systems design phrased questioning in\ufb02ection voice tone often suf\ufb01cient promptthe client explain lot subject key wordrepetition another technique allows tooperate economy questions using pause people dont like sound silence inter viewing remember immediately rushing withanother question avoid momentary silence resultin client failing offer important piece informationif want client continue talking add whatthey said strong pause stimulate effectively spoken question pause provides yourinterviewee chance think rephrase add anypreceding answers judicious use pause one ofthe powerful techniques employ interviewdeveloping strong capability use pauses reapreal bene\ufb01ts mark twain wrote right word may effective word ever effective rightly timed pause high performance consulting skills using summaries use summaries regularly throughout interview allow check understanding facts youhave given clarify clients thoughts onimportant issues summary statements also provide withanother method achieving smooth change directionfrom one topic another interview summary questions prevent client drifting interview agenda allow regain control withoutan abrupt interruption extent helpfulin controlling talkative clients summary statements involve phrases understood situation saying youre saying correct understood correctly could move discuss summarise saying work required get project back track dealing mistakes must expect make mistakes interviews issue information inevitable best adviceis openly admit made mistake yourclient offer apology move trying cover theissue avoid make things worse happens try using following statements sorry mistake youre right got wrong apologisethats quite right realised please accept apologies apologise misunderstanding issue five understanding de\ufb01ning clients problem counterproductive questions question detracts smooth \ufb02ow inter view might called counterproductive classic examplesinclude multiple questions multiple questions combine several questions one long statement result add confusion interviewprocess allow client selective answerinvariably clients fail address questions youposed manage achieve results impacting parts operation howdid colleagues react join part organization compare operation youworked see key weaknesses long worked operation like problems leading questions another counterproductive question leading ques tion either invites particular response suggests aright answer required client leading question often phrased form emotional orjudgemental tone youve got admit isnt fact must concede surely acknowledge youre suggesting dont think high performance consulting skills case examples maybe expecting response yes course others appropriate answer may course either case youare suggesting client answer mindand would like con\ufb01rmed course somecircumstances might prove effective technique test someones views opinions carefulwhen applying potentially provocative approach critical leading questions critical leading question relies stronger degree implied criticism judgement posing questionin ways simply stronger version leadingquestion surely cant believe dont really think surely youre suggesting dont honestly think cannot one minute believe competition would ever response strong rejection question might imply lack credibility part clientthis form questioning therefore frequently appearantagonistic also provoke negative client reactionthis type question avoided unless feel thatyour client relationship would damaged astrong approach five understanding de\ufb01ning clients problem using questionnaires gather information whilst interviews allow question people depth speci\ufb01c issues questionnaires make possible toassess views large number people relativelyquickly cheaply use questionnaire veryef\ufb01cient way gather information wide group ofpeople questionnaires also introduce degree quantitative data analysis ability build quantitativedatabase evidence vital projects peoples views opinions involved arguments supportedby statements managers agree alwaysuseful in\ufb02uencing clients questionnaires course used wide number projects involving staff customer surveys reactions tonew systems organizational improvements sounderstanding steps involved designing administering questionnaire extremely useful whilst itis possible develop questionnaire without much dif\ufb01culty rules observe figure illustrates broad overview questionnaire designprocess designing questionnaire questionnaire design process divided aseries nine key steps step identifying questionnaire themes inter viewing people step arranging initial interviews step preparing key themes interviews step conducting interviews high performance consulting skills step identifying key issues step preparing reviewing questions step producing draft questionnaire step reviewing draft questionnaire client step conducting survey completed questionnaire figure gathering information questionnaire processpilot questionnaire review amend agree communications client signoff draft questionnaire development user friendly focused simple confidential communications issue identification initial client discussions interview selection sample themes interview schedulelaunch distribution five understanding de\ufb01ning clients problem step identifying questionnaire themes interviewing people \ufb01rst step designing questionnaire agree client number people interviewedso identify key themes issues beincluded survey speci\ufb01c rules number people interview need ensure youinclude crosssection people ultimately appearin \ufb01nal survey ensures views issuesthat re\ufb02ect different interest groups emerge interviews \ufb01nd place \ufb01nal questionnaire design one important decision make whether interview people individually groups normallysenior managers prefer interviewed butit also course possible interview people effectivelyin small groups group approach saves time andmoney although earlier discussed sometimes operationally dif\ufb01cult manage need todiscuss various practical operational implicationsof approaches client proceeding one issue involves selecting right people interviews experience better draw alist names discuss suitability yourclient people select may always readily available agree clear basis youcan select alternatives save time preferable youagree client approach substitutes forinterview without constantly refer back themunless course operational constraints willalso need check client provides representative sample people get balanced realisticset views client wants youto hear doubt make sure challenge ofyour clients decisions high performance consulting skills step arranging initial interviews need compose circulate letter advance interviews explaining purpose objectivesof exercise letter also detail date timeand location interview identify topic areasyou want discuss also thank people advancefor agreeing participate exercise express yourwish minimise operational disturbance yourvisit might bring schedule interviews forbetween hours depending upon type surveyyou conducting able hold interview sessions per day step preparing key themes interviews conducting interviews need draw list possible topics issues discussion willhave already discussed agreed client inadvance interview programme stated ourinterview section list themes used asan outline prompt rather detailed checklistto followed rigorously help provide focusand structure interviews ensure smooth \ufb02ow step conducting interviews stage try keep schedule hope experience last minute cancellations willalso need maintain discipline recording information interviews spare time betweeninterviews used writing interview notesand planning ahead five understanding de\ufb01ning clients problem step identifying key issues interview notes must develop sum mary issues raised people need documentthe location department function people involvedand short paragraph describing various issues raisedin lots cases con\ufb01rmed issues alreadyidenti\ufb01ed earlier client discussions willhowever need review issues client whenpreparing \ufb01nal questionnaire chances newissues emerged example may identi\ufb01ed interviews three recurring themes aspay rewards staff moral restructuring planwhen come review issues client youmay \ufb01nd two issues need dealt within survey subject separatereview end result would two key issuesfrom begin developing questionnaire yournext action begin shape questionnaire contentby preparing set questions theme step preparing reviewing questions following checklist help prepare set questions effective approach prepare questions issue raised add additional questions based research may conducted brainstorm many relevant questions re\ufb01ne list deleting questions appear irrel evant repetitive redundant reword others asappropriate often necessary draft questionsthree four times arriving \ufb01nal draftquestionnaire high performance consulting skills check right balance negative positive questions make sure questions understandable keep simple clear make sure people necessary knowledge experience answer questions accurately ask specific questions general questions used speci\ufb01c answersare required example satis\ufb01ed help desk response good question really want \ufb01nd quickly help desk responds phonecall made better question ask would help desk pick phone calls less rings avoid ambiguous questions ambiguous questions allow people opportunity provide different interpretations question soproduce meaningless results example often work overtime lack adminis trative support answer question actually mean often work overtime lack administrative support five understanding de\ufb01ning clients problem see questions like leave open crit icism feedback stage clear youare trying measure assess use precise wording words fairly generally often many appropriate avoided tend generateinconsistent responses different people fairlygood support one person poor support another avoid leading questions questions presented neutral way prevent manipulation desired response exampleof leading question feel hard work appreciated way avoid inherent bias type ques tion produce introduce number questionsaround central theme reward collectively analysed example average work hours week salary national average job domy manager gives praise good job leading questions also caused failure state alternatives example prefer working manager sex instead would rather work man woman doesnt matter high performance consulting skills keep questions short long questions kept minimum reduce amount time people need spend completing thequestionnaire reduces sense irritation possible misunderstanding part person completingthe document careful phrasing never ask question put someone defensive make feel wrong questions people\ufb01nd rude inconsiderate may affect replybut may also affect response survey wholealso always remember avoid jargon abbreviationsunless clear people understand mean step producing draft questionnaire prepared questions need begin process structuring questionnaire format andthe \ufb01rst key issue address response scale youwill use response format likert scale favoured format use questionnaireresponse likert scale see figure overleaf thisinvolves asking someone whether agree disagree witha statement indicating scale strength agreement disagreement usually \ufb01ve basic responses strongly disagree disagree uncertainno opiniondont know agree strongly agree five understanding de\ufb01ning clients problem equal number alternating positive negative worded questions questionnaire toavoid potential bias advantage likert scale isthat measures strength attitude belief whilstat time easy people complete figure example likert scale questionnaire response format free form replies free form replies openended questions allow people write want subject generallyavoid structuring questionnaire free form replyis needed answer question signi\ufb01cant amount time needed people answer questions likely time andeffort reduce overall response rate yourquestionnaire people simply get fed writingor bother allcharacteristics hr function seeks involvement line managers formulating business strategy policy planning process creates conveys clear view hr aims objectives steps necessary achieve builds effective working relationships internal customers characterised trust respect understands factors influence business performance develops implements coherent integrated hr policies support business plans learns activitiesprocesses form basis internal customers business uses improveservice delivery adapts policies activities behaviour needs different business units different situationsstrongly disagreedisagree neither agree disagreeagree strongly agree high performance consulting skills write inevitably exert in\ufb02uence results collecting analysing responses time consuming many dif\ufb01culties analysing present ing replies structured systematic way aspeople tend write want endup lots diverse information dif\ufb01cultto present back client section end however free form replies yield useful information sofor many surveys may good idea include sectionat end questionnaire invites people addany comments without presenting speci\ufb01c question themto answer advantage allowing people toraise issues feel strongly notbeen covered questionnaire included thistype approach organizational survey toolkitchapter end book see combinesboth free form reply approach likert scale however analysis data treated cau tion likely relatively small proportion ofpeople make additional comments notnecessarily representative whole group peoplebeing surveyed nevertheless generate useful comments may \ufb01nd valuable client feedback stage five understanding de\ufb01ning clients problem using checklist responses checklist responses good method use need collect responses question agreement disagreement example checklist format work following hours computer day less hourh hours h hours h numbers questions questionnaire longer absolutely necessary achieve purpose temptation questionnaire design always ask many questions lengthyquestionnaires unlikely answered accurately completely many situations overly complex questionnairewill result low response rate keep things short andbrief demographic data personal details analyse peoples responses identify different viewswithout breaking con\ufb01dentiality normal front ofyour questionnaire ask people categorise themselvesaccording organization grade location departmentor item may agreed clientyou however need careful detailed breakdown lead people suspect individualresponses identi\ufb01ed might affect replies completion time return amount time someone take complete yourquestionnaire explained \ufb01rst page thequestionnaire part general instructions peopleshould asked complete questionnaire tooshort period time may mean rush andnot give accurate responses high performance consulting skills regard returning questionnaire completion set average target ten working days fromdistribution return provide people suf\ufb01cient time also give time manage logisticssurrounding exercise avoid periods longer tendays indicates lack urgency priority peoples minds result weaker response rate questionnaire instructions must provide clear instructions complete thequestionnaire use bold print block capitals emphasise key points indicate questions answered example circling crossing ticking answers show category response means example strongly agree strongly disagree tell people correct mistakes answers indicate amount time take complete questionnaire remind people complete personal details sec tion check answered thequestions returning questionnaire clearly state return questionnaire date five understanding de\ufb01ning clients problem covering letter \ufb01nalising content draft questionnaire prepare letter accompany contain following information purpose questionnaire commissioned individual selected complete questionnaire con\ufb01dentiality agreements surrounding results explain right wrong answers explain next steps thank people advance cooperation ideally letter signed client lead project consultant projects lot sensitivity may better consultant sign itemphasises issue independence less sensitive circumstances good idea get client sign letteras demonstrates commitment exercise questionnaire administration underestimate amount work needed processthe questionnaires returned course whendealing numbers excess thirty useinformation technology process results willinvolve answers questionnaire typed orpreferably scanned large numbers involvedinto computer using suitable software package willultimately process data produce meaningful information software packages designedto process questionnaires however many people use theirfavourite spreadsheet database statistical package youare comfortable dealing part process high performance consulting skills make sure get right people right skills com plete data analysis overly complex processbut need carried systematic manner andhave lots crosschecks built process ensure thevalidity data step reviewing draft questionnaire client reviewed draft questionnaire client agreed content administrativearrangements surrounding process need totest small number ten twenty peopleto check understandable people bebroadly representative \ufb01nal survey population inselecting people process try select willbe conscientious inclined comment add valueto \ufb01nal questionnaire design conducting review ask people involved make note dif\ufb01cult questions confusing areas thedraft questionnaire feedback receive willalmost inevitably reveal \ufb02aws problems speci\ufb01cquestions common faults likely emergeduring process using technical organization jargon understood people using language terminology familiar people including repetitive questions inappropriate questions example loose credibility ask person superviseothers question get staff five understanding de\ufb01ning clients problem assuming people complete understand ing organization example employees maynot understand phrase operational board course points raised may lead changes almost invariably need change aspects ofthe questionnaire step conducting survey \ufb01nalised questionnaire points raised pilot ques tionnaire noted reviewed client shouldbe given opportunity add change remove questions ready send \ufb01nal questionnairetogether accompanying letter must make sure administrative arrangements place right people briefed aboutthe exercise aim distribute questionnairesas quickly possible obtain many completedreplies fast possible certainly within project timescales begin analysisphase largescale surveys involving many hundreds people may want set telephone helplines dealwith queries people might surveybut planned everything communicatedclearly major problems presenting survey feedback use graphi cal outputs type easily generated todayssoftware packages figure provides simple example high performance consulting skills figure survey feedback displayed graphically bene\ufb01t outputs like one illustrated immediately tell story clients highly effective communicating responses indicating trendswhilst would need back writtenreport detailed statistical data power graphical presentation much greater written word strongly disagree disagree neither agree disagree agree strongly agree question current level serviceprovision adequate five understanding de\ufb01ning clients problem process mapping process mapping long tradition systems world also developed wider interest amid thesurge business process reengineering reengineeringprojects reviewed core business processes view identifying nonvalue added activities organization processes figure illustrates classic examples non valued added activity figure process thinking value added va revising editingsearchingcountingcheckingcollatingretrievingreviewingaccumulatinginspectingpreparingfilingstoringmovingcopyingexpeditingapproving business activity adds cost value customers pay valueadded identifying customer need designing solution producing solution delivering solution getting right moment trutheliminating nonvalue added think client organisationwhat customer pays high performance consulting skills whilst new concept process mapping powerful way build clear picture certain organizational processes work extent usefulmethod collecting gathering information existing processes work approaches particularly relevantin reorganization information technology projects thatrequire detailed understanding existing operations heart process mapping technique use classic systems tools produce detailed process \ufb02ow diagrams figure highlights readily usedsymbols illustrates used describethe various elements work process figure process toolkitsome classic process mapping definitions activity rectangle used activity kind connector used show information flows fromanother process chain decision points percent probability branch indicated direction arrow flow denotes direction order process steps queue shows object process waits steps actions taking place boundary indicates beginning end processv n n five understanding de\ufb01ning clients problem aim using symbols build clear pic ture precise steps actions involved speci\ufb01cprocess customer ordering distribution processmapping used build understanding ofalmost part organization approach cangenerate powerful insights amount time processtakes much value added time involved indeedonce start using symbols surprisedhow easy build detailed picture processwhen applied reengineering context process mappingaims assist identi\ufb01cation removal nonvalued added activities produce ef\ufb01cient andleaner processes figure details value added activities identi \ufb01ed using simple decision tree figure classify value added nonvalue addedreal value added activities must performed meet customer requirements eg record order record claim business value added contribute meeting customer requirements eg prepare financial reports record data received business value added activities could eliminate without deterioration product service functionality value added contribute meeting customer requirements eg review approve rework movement storage value added activities could eliminated without deterioration product service functionalityactivity necessary produce output contribute customer requirementscontribute customer functions real value addedbusiness value addedno value addedvalueadded classifications yes yes yes yesno high performance consulting skills course notion actually constitutes value added process organization often controversialdiscussion nevertheless decision tree help posethe right questions review might undertaking process mapping involves \ufb01ve key stages beginswith series interviews interviewing job process holders actually involves identifying critical core processes establishing key steps times perform individual activities identifying wider organizational factors might impact performance process translate interview information initial process map validate process map process owner check understood everything identify value added nonvalue added time process con\ufb01rm existing process map discuss \ufb01ndings client discuss \ufb01ndings process holders redesign process improve process remove nonvalue added activities involve client process holders process mapping builds clear coherent picture actually happening parts organization five understanding de\ufb01ning clients problem figures shows way various activities mapped classi\ufb01ed generate process map figure driving performance whole approach help build detailed understanding processes figure illustrates simpleexample involving steps involved making decisionto go \ufb01shing see various symbols areused describe key steps involved process andhow signi\ufb01cant type analysis made reviewing organizations core processesactivity class code description activityactivty definitions non value added redundant unnecessary activityrnon value added preparation preparing workpnon value added transport move moving place placemnon value added inspectionapproval ensuring activity performed correctlyinon value added queuewait state moving idleqvalue added customer requires must produceproduct servicevclassification definition class code time hours use elapse time hours equals one week high performance consulting skills figure process maps look addition developing process maps another key element approach involves identifying wider organizationalissues might impacting performance aprocess obtain type information need touse lots approaches identi\ufb01ed sectionon interviewing figure highlights wider issues may considered major organization project willrefer issues chapter involving changemanagement essential undertaking anyprocess review also identify process \ufb01ts intothe wider organization processes work isolationand need consider key organizational factors organization structure rewards skill levelsyesno noyesnoyesstart end good fishing p call friends hrm walk drive home hr walk river hrv fish hr p prepare fishing gear hrq hrq hr car freeis time gowait traffic jam wait friends five understanding de\ufb01ning clients problem technological capabilities etc able identify process in\ufb02uenced factors key successful redesign initiative high performance consulting skills organisational factors barrier enabler enabler barrier develop new products process sales order prepare quotation close contract overall impact time cost qualitysales order process review culturebehaviours organisationprocessesworkflowsjob design responsibilitiesskills knowledge requirementsmotivationincentivescommunicationsoperating procedures policieshuman resource managementtechnologystakeholders figure process thinking wider organizational analysis whilst business process reengineering achieved big per formance improvements many organizations inthe mid late become subject much criticismmany organizations applied concepts overly simplistic way result became associated manycrude brutal cost cutting exercises result oftenfailed projects poorly executed implementationstrategies signi\ufb01cant problem people failed tosee processes bigger organizational contextthis recent history experience may mean people may view process mapping techniques negativelycare need exercised selling anapproach remember client may bad prior experience interviewing people process verysensitive concerns aims objectives ofyour work despite concerns bene\ufb01ts result process mapping considerable add toolkitof expertise process analysis questions listed two sets questions canemploy interviewing job process holders oneidenti\ufb01es detailed aspects process secondset identi\ufb01es organizational factors might beimpacting performance process process questions inputs start process functions events drive process suppliers internal external process outcomes products process ultimate customers process next wait x happens com pleting part process five understanding de\ufb01ning clients problem record information happens information refer decision x uses information process describe logical sequence activities perform complete process much time activity take complete much queue dead time activities organizational issues questions customers react responsiveness quality outcomes process performance measures place monitor results process kinds things prevent achieving better results process wider organizational issues feel need resolved help process betterresults factors annoy way depart ment operates total freedom improve ef\ufb01ciency department speci\ufb01c things would high performance consulting skills understanding de\ufb01ning clients problem client focused stage consulting process involves system atic collection information order understand yourclients underlying problems begin developing possible solutions questions ask much detailed information need collect information already available within organization information need collect research need conduct methodologies need use collect information interviews questionnaires processmapping observation etc whose involvement support need sorts costs involved terms time logistics \ufb01nance handle issue con\ufb01dentiality information gathering work commitmentsagreements give clientswhat say interviewees tellthem next steps present \ufb01ndings report presentation format use sort ofclient audience ultimately present people around organization going react project aims political issues surrounding proj ect need aware five understanding de\ufb01ning clients problem clients perspective give impression understand problem realistic methods approach agree analysis focusing right issues projecting con\ufb01dence making think differently problem long data collection process take disruptive work operation organization provide sense urgency adding new light problems listening concerns statementsquestions might use tell little mentioned earlier say sure x real problem know x caused problem explain could describe actually happened took place anyone argue said going many years nothing happened thecase high performance consulting skills happen could outline strengths current situations weaknesses current situation potential risks could one thing improve situation would five understanding de\ufb01ning clients problem blankchapter six managing changesix managing change understanding organizational change regardless consultancy projects work manag ing change always central whether newmis system organization structure change operationalprocesses change description result asuccessful internal consultant need able understand master dynamics organizational change change process help clients gain clear understanding need gochange involves moving situation organizationfrom point point b change transition successful need identify number core factors andpull series levers along way process referto change management figure identi\ufb01es issues levers need managed change management processes understanding change focus two key areas firstly need appreciate individuals reactto change learn plan reactions daytoday work secondly need develop understandingof factors in\ufb02uence organizational change high performance consulting skills figure managing change individual reactions change change people react often de\ufb01ned terms series endings beginnings people often tosay goodbye past come terms orembrace new change often provoke sense shockor loss people need prepared fordifferent individual reactions major change scenarios thissense shock dramatic consequences theparties involved might even result major forms resistance proposed changes illustrated temporary workstoppages strikes even sabotage management change leversmanagement resources overcoming resistancemanagement change leversreinforcing driving factors strengths opportunities management restraining factors weaknesses threats nowwhere want get six managing change following table outlines common organizational change scenarios typical individual reactions might result high performance consulting skills changes power base key stakeholders within theorganization individualshaving develop new networks loss power sense newly acquired power new rules prioritiessenior management shakeouts new strategies rules priorities need develop new rela tionships build newcredibility sense urgency need performnew ceo loss direction ambiguity new situation involves leading uncertainty andinsecurity excitement changes new opportunities creation winners losers atmospheremerger acquisitiontakeoverindividual changes reactions organizational changessix managing change loss small company climate individuals may notlike formality biggerorganization chaos disorganization control urgent need new prac tices systems andprocesses pressure keep uprapid growth changes working practices clash value sets people may want pro\ufb01tdrivenprivatisation possible change manage ment style commitmentto organization new owners perform ance regime change inhabitschanges capital structure eg stock market \ufb02otationacquisition uncertainty sense crisis possible redundancies fear unemploymentloss major customers market turbulenceindividual changes reactions organizational changeswoodward buckholz book aftershock iden ti\ufb01ed four classic reactions towards change events theseconsist disengagement disidenti\ufb01cation disorientation disenchantment internal consultant expect deal reactions stage another complex projects might deal different groupsof people four stages central consultancyapproach trying look ahead predict dif\ufb01cult situations develop contingencyplans actions understanding people might beon emotional scales certainly help us understand way people behaving change processemotions play major role failing recognise planfor emotion result greater dif\ufb01culties wecome implement change disengagement loss initiative commitment little possible withdrawmaintain low pro\ufb01le energy lost survival self preservation becomes priority go bunker quit keep head dont anything riskyill job onthis happens every years high performance consulting skills disidenti\ufb01cation loss identity used longer ok living past back future fair didnt ask mewhy happen disorientation feeling loss confusion lost priorities loss direction need learnwhat going onwhat next disenchantment gone gone good old days victim behaviours need enlist support others back stabbing revenge like used wont get anywhere thisi cannot believe happenedthey sorry six managing change change transition curve another classic helpful way viewing individual reac tions change look series stages adamshayes hopkins work transitions developed atransition curve approach change analysis frequently associated emotions grieving processthat people experience death close friend orrelative stage shock immobilisation done deserve could happened shocked change takenplace sold company announced closure plant unbelievable shock reaction immobilised show inability anything stage denial disbelief stage involves denial disbelief change actually happened happen cannot true deserve cases people may even revert previous work behaviours redundant worker continues get upto go work actually travels plant executive refuses inform family beenreplaced forms processes completed whilst initial reaction normal course impor tant people get help move new scenario high performance consulting skills stage incompetenceguiltdepression next begin understand new situation feel incompetent frustrated new order things stage may feel cannot cope new lack necessary skills con\ufb01dence ourselvesor new situation extreme cases people mightfeel guilty kept jobs restructuring whilstothers \ufb01red alternatively may feel depressedthat denied opportunity leave largepayoff clearly training initiatives effective communication processes help people dif\ufb01cult phase stage accepting reality stage begin come terms change accept new reality maybe new willingnessto try new practices generally begin movingon move try get well life go stage rationalising testing stage really beginning cope manage new situation demands placed uponus may also make mistakes use lot energyin trying get grips new order slowly bytrial error begin learn cope six managing change stage search meaning acceptance stage try re\ufb02ect happened us seek understand different becameso frustrated angry change may begin toshare feelings views others way makingsense whole process stage internalising change change process transition \ufb01nished begin feel comfortable con\ufb01dent new situation come adapt cope change andreturn new sense normality great value transition curve pro vides framework us understand happeningto people experience major change re\ufb02ecting model plan manage changeprojects effective integrated way important point try gauge people might aparticular point time change project dothis think developing responses dealwith reactions obviously need think trigger various change events going deal thepeople issues point excited optimistic change client audience stuck the\ufb01rst stage shock denial cases need todevelop appropriate strategies help people move throughthe various phases line project deliverables high performance consulting skills six managing change transition curve understanding seven phases speed transi tion process beginning transition immobilised shock overwhelmedmismatch betweenexpectations reality denialdisbelief temporary retreatfalse confidence depressionincompetence awareness change isnecessary frustration phase deal change accepting reality letting go pastand comfortable attitudesand behaviours testingrationalising trying new behavioursnew approaches tendencyhere stereotype ie waythings done lots ofenergy beginning deal withnew reality anger andfustration search meaning internalisation seekingunderstanding thingsare different internalisation incorporate meaningsinto new behaviours timevery often need consider range possible actions including improving communications information \ufb02ow help people become informed change allowing time strong emotions involved need realistic time takes forpeople adjust change may toslow build time allow peopletime digest changes providing increased access senior managers stressful situations people want talk thekey players maybe necessary hold sessions top management address concerns incentivising actions may need help people showing bene\ufb01ts gain thechange whether \ufb01nancial improvedwork processes environment forcing change cases maybe need drive change forcefully providing access training resources develop con\ufb01dence new system high performance consulting skills managing organizational change well understanding individuals react change also need able understand wider issues thatimpact organizational change change process critical aware wider organizational factors issues impact likelihood success failure experience suggests organizational change gen erate following issues problems people hold onto past already identi\ufb01ed frequent characteristic change people prefer hold onto past andso resist introduction new people revert type easily people like go comfortable even initial efforts change people often slip back intotheir old way things rather like proverbial newyears resolution people soon lose enthusiasm thechange factors also place skills knowledge gaps open transition new may mean people need learn new knowledge skills order adapt new orderif efforts address gaps made thechances change impact negatively alack people capability six managing change failing manage hard soft issues complex organizational change need often address soft hard elements change thereis point training people motivating thesystem operate deliver informationnecessary make customer happy equally investing heavily new information systems equipment work people operatethe new systems either demotivated lacking skillsto achieve effective change manage hardand soft elements change old management left place frequently change fails old regime left manage change achieving driving complex changeyou may well need consider making changes top orwith middle management ask thechanges actioned existing management give easily many change initiatives allowed suf\ufb01cient time suc ceed faced sharp dip transition curveof change many managements give cries notgoing work results happening tooeasily mean projects terminated early whenthe process becomes dif\ufb01cult need show strong nerveand commitment follow things give upat earliest signs dif\ufb01culty high performance consulting skills narrow single issue management failing address hard soft elements change lead faulty implementation focusing onemajor issue thinking problem systemor quality invariably wrong complex change involves different dimensions searching solutions youneed ensure dont get locked one form ofdiagnosis solution six managing change insight lack senior management commitment without doubt one biggest problems engineering suc cessful change securing consistent ongoing seniormanagement commitment towards change many projectsfail strong leadership commitment drivethe change alternativly commitment beginning soon fades life project without stronglevel senior management commitment change always proveshard deliver going gets tough need ableto access people authority make things happenwe look issue look stakeholderanalysis consultant functionally driven whilst book champions cause internal con sultant avoid running projects thecontrol direction comes consultant supportspecialists change take root organization best way generate high level ownership amongstthe people live new changes frominvolvement comes ownership best change projectsare owned driven people ultimatelywill responsible change ongoing basis initiative fatigue many organization chase fads fashions result lots cynicism scepticism change avoidtrying present change initiative event sellit ongoing process avoid many slogans anoverly programmatic approached instead deal speci\ufb01c problem view change managing statusquorather big event poor process management manage change successfully address change also process management managing change willwe inform unions time managementhow build groundswell support changehow run two systems together transition period typically managers good classical planning normally needs done changeprocess management much looking thecross linkages involved complex change high performance consulting skills organizational change readiness assessment prior implementing change carry quick organi zation readiness assessment simple butpowerful way gauge challenging proposedchange might implement builds issueswe already outlined figure shows template simple scoring criteria help assess change clearly analysis leads conclude people likely view change possible threat totheir job security might result loss skills youneed start planning detail going try andsell implement changes simple template use clients get thinking change process challenges might overcome certainly help gettingan overview potential complexity casesresistance might meet six managing change figure organization change readiness assessment managing organizational change template another extremely useful tool use planning managing change projects change management template detailed \ufb01gure simple powerful checklist help identify areas concern either outset lifecycleof change project helps identify critical makeor break issues involved organizational changesources resistancevery unlikely unlikely possibly sure likely likely perceived threat job security loss expertiseneed learn new skillsshifts influence authority controlshifts communications patternsloss statuschange habits customs limited understanding change implications low tolerance changeother like dream angels fear tread overall score high performance consulting skills listed key issues questions might need consider score change projectit far better highlight problems issues earlystage stumble three months theproject use template either part project plan ning process discussion document yourclients large management group ask people toscore checklist individually without discussion thencollect scores collate overall group results identify problem areas brilliant way surface anyissues involving lack common vision strong management support often critical issues drivingsuccessful change projects typically checklist cuts across task management process issues identi\ufb01ed earlier tobe addressed equal focus task management issues implementation plan describes changes process issues relate hows process activities enable organizations make planned changes successfully deliver measurable performance improvements organizations good managing implementation less effective managing thehow process involves involve role communicating actions bene\ufb01ts risks six managing change building securing maintaining commitment change coordinating project activities packaging work recognises impact culture peoples values change management template critical success factors common vision client clear outcomes desired end result suf\ufb01cient quality time spent develop ing end state vision big picture clear clarity future position consider workshopretreat sessions away day today pressures address questions uni\ufb01ed management everybody board supporting proposed change adequately discussed debated issues everyone signed change commit ment patchy disagreement raising con\ufb02ict issues proceed level support cur rently high performance consulting skills sustain dif\ufb01cult times plans ensuring maintain necessary level support commitment surfacing concerns provided people opportunity voice concerns worries change made use staff meetingssurveyscom munications channels honestly dealt concerns people voicing concerns viewed demon strating lack commitment loyalty dissenters punished voicing concerns provided reassurance concerns ignored groundswell support change lots cynicism inertia content management comprehensive plan recognises critical issues satis\ufb01ed thought detailed actions nothing missed effectively involved right people planning process everyone clear plan six managing change process management thought process issues coordinating various elements project plan assessed possible sources resistance developed plans overcome satis\ufb01ed spent suf\ufb01cient time addressing soft issues realistic timescales resources rigorous realistic assessment time take deliver change providing suf\ufb01cient resources imple mentation contingencies put place event time resourcing slippages high performance consulting skills regular open communications satis\ufb01ed communications processes channels project regular brie\ufb01ngs key stakeholders built plan communicating plan progress dif \ufb01culties appropriate timely manner open honest direct communications appropriate feedback mechanisms place systems support change made sure systems processes involved change also adjusted toassist implementation consider mis trainingreporting lines etc allowing systems maintain status quo thus block main change rewards support change need consider \ufb01nancial rewards others eg impact working practices effective implementation result people penalised change way berewarded remember achieve change often need pull \ufb01nancial reward lever push people along able change question six managing change commitments honoured making commitments people con cerning likely outcomes change whatextent comfortable honour deliver saying promising doubt dont people appreciate make dif\ufb01cult get support thenext time right people key roles put rightbest people project affect peoples views seri ousness plan proposed change people need learn new skills made plans arrangements skills acquired involvement affected people affected involved change suf\ufb01ciently informed remember involvement comes commit ment got right people involved theplanning change process left critical people groups outside communications process supportive leadership maintain active support interest management project provided list key actions required high performance consulting skills middle management mobilised fully involved driving change propose secure continued support senior management project generated right reporting mechanisms measurement generated suf\ufb01cient hard measures enable full assessment projects success focussed measurement systems activ ities results want see limited number performance indica tors track progress advised people measuring performance systems place pro vide feedback real pressure show progress effective project management ensured key stakeholders involved allocated balanced roles accountabilities key tasks work packages properly inte grated time sequenced technology interfaces right anticipated crises six managing change high performance consulting skills success factors nonexistent weakadequategoodexcellentcommon vision unified managementsurfacing concernscontent managementprocess managementrealistic timescales resourcesregular open communicationssystems support changereward support changecommitments honouredrights people key rolesinvolvement affectedsupportive leadershipmeasurementeffective project management figure managing change templatestakeholder analysis review change management complete description stakeholder analysis alreadystressed important leadership support commitmentto change programme often organizationschange projects start lot effort energy management support time moves prioritiesor dif\ufb01culties occur support change begin fallaway disastrous results success yourproject stakeholder analysis see \ufb01gure enables map various groups involved projectmight positioned important carry astakeholder analysis beginning project alsoto update lifecycle common seniormanagers lose interest projects good foryou project runs dif\ufb01culties need senior management support tough times well good equally stakeholder analysis help client appreciate certain areas resistance supportmight come obviously people might beout block change watched carefully butit equally important identify groups support change lot models stakeholder analysis provide clear answers help identify complex cases highly political sensitiveproblems client alternative strategies andoptions developed six managing change figure stakeholder analysis key strategieshigh low high concerncommitmentpower potential change championsempower build coalitionsmove ignorecan start without someone boxgoodbye win exitleadershipwhen conducting stakeholder analysis consider following key questions got strong supporter project high power high concern potential change champions people help drive change high concern low power give morepower concerns high power low concern area push thechange people place theynot support change lack understanding ortotally opposed high performance consulting skills managing organization change checklist key questions address introduction following detailed checklist key issues considerations addressed signi\ufb01cantchange project consider using checklist guidewhen planning complex change use clientsto prompt thinking comprehensive nature ofchange planning challenge \ufb01nd answerslacking better address dif\ufb01cult issues start ofthe change process run half way througha project nature change involved nature change necessary wrong current situation change justi\ufb01ed compared present situation advantages change whoseperspective advantages emerge bene\ufb01ts others bene\ufb01ts might result change considered various stakeholders six managing change shortmedium longterm objectives want achieve success criteria de\ufb01ned measurable terms quality well quantity much cost cost time soon want change take place timescales period time \ufb02exibility timing certain pushing change quickly consultations discussions communi cations completed time allowed people ready change happens considered disadvantages resulting change peoplestakeholder issues involved may offered people drive change contingency planning needed much would cost changes proved unsuc cessful degree risk involved compared proposed return acceptable could happen people cooperate changes high performance consulting skills training required change people accept need training type training necessary training provided internally exter nal resources required much cost objectives require review result answers questions would less radical change effort appro priate realistic acceptable consulting people people accept proposed change fully considered impact change point view asked wiifm question whats planned communicate everyone reasons change plan provide thorough background brief ing deal peoples real questions concerns selling change people far changes represent threat individuallyand collectively recognise may critical issue achieving change plan deal issue perceived threats six managing change identified key opinion formers worked securing commitment change best strategy persuading convinc ing organizational climate right fully involve people planning change accept close relationship people involvement commitment prepared accept criticism preferred approach planning managing change genuinely open acknowledge different suggestions ideas prepared incorporate appropriate clear motives proposing change want personally secure changes others see wanting get change introducing change effect consultation process original plans objectives needmodification reached agreement introducing change plan manage theimplementation process resources required suf \ufb01cient constraints exist recognised every one concerned high performance consulting skills six managing change contingency plans place brought effect immediately progress towards change objectives monitored everyone know roles responsibilities change process everyone know existing communication processes used accelerate change newprocesses need established individual group responsibilities clearly understood project team place composition team going operate team frequently meet report changes implemented long monitor new situation decide monitoring process con sultation interested parties also required easy would situation prior change able reassert doneto prevent happeningreviewing change changes improved situation signi\ufb01cant bene\ufb01ts whose point view obtained views involved achieved change objectives unintended results changes produced manage change process effective way learned planning implement ing monitoring change next time learnt others appropriate emphasis people processes well task andtechnical issues consequences change seen high performance consulting skills critical questions ask change scenarios changed need changed exactly different future change occur fast change need implemented proposed change really work supporting change change kind support expect deal people change change communicated everyone understand need change timing change suf\ufb01cient change involved continue per ceived bene\ufb01cial monitor change process \ufb01nal outcome worth effort review situation would still reach conclusions six managing change blankchapter seven presenting client feedbackseven presenting client feedback vital part consulting process involves providing client continuous feedback progress theirproject proactive keeping client uptodateconcerning developments problem areas fundamental large complex projects client feedback shouldoccur almost daily basis every consulting project regardless size needs structured phasesof client feedback follow key milestones yourproject timetable providing client feedback must oper ating best ability client looking assessyour capability professionalism time youwill aiming secure clients ongoing commitmentto \ufb01ndings proposals crucial thefeedback process managed skilled effectivemanner lead client logicalanalysis time deal issues problems might arise cases demands youtry preempt dif\ufb01cult questions issues might bepreoccupying client manage feedbacksuccessfully client feel comfortable withthe quality work also develop greatercon\ufb01dence working high performance consulting skills course meeting clients regular basis aim utilise many skills outlined interviewing section two formal elements presentingclient feedback involve report writing making formal presentations activities mastered follow ing sections provide essential guide dos anddonts introduction report writing client reports two fundamental objectives provide information significantly informs client particular problem issue in\ufb02uence clients towards particular view form action solve problem project report major deliverable client view reports major evidence ability professionalism success tackling assignment abilityto communicate effectively writing therefore vital wellwritten report supports promotes continuedinvolvement project also viewed majormarketing opportunity advantages written reports provide documentary proof proposals formal record work structured communicate different levels client seven presenting client feedback impose strong disciplines planning structuring work plan well \ufb01nal report structure allow client time re\ufb02ect work focus client critical issues actions ef\ufb01cient method communicating work wider audience disadvantages reports expensive produce terms consulting time cost liable client misinterpretation abused clients others selective editing quoting context client substitute taking real action problem review underway ineffective unless accompanied strong formal consultant presentation capable ignored read clients consultants report communicate authority clear wellstructured badly written reports destroy yourcredibility work recommendations reportwill generate appropriate client response original terms reference fully met havesuccessfully managed clients expectations regardto content structure effective client report shouldtherefore describe set client done terms workplan analysis options actions client consider future high performance consulting skills reasons recommendations implemented bene\ufb01ts approach proposals good consultants report also provide permanent record work undertaken avoid misunderstandings bearing mind clients sometimes hear want hear con\ufb01rm clientconsultant agreements clarify major issues in\ufb02uence clients thinking secure client agreement action seven presenting client feedback insight excellent test clarity report understood \ufb01rst reading anyone adetailed understanding project problems review give initial draft reports someone involvement project get reaction ask ifit makes sensedifferent types client report persuasive type report commonly used consultants trying initiate form change aims in\ufb02uenceand persuade client adopt particular approach plan instructive report advises clients something speci\ufb01c eg introduce new system process begin integration plan investigative investigative report fact based relies heavily con\ufb01rmed validated data put forward analysis orreport problem example might asked toanalyse results survey interpretations beingattached data getting report structure right starting point structuring report beginwith review broad \ufb01ndings conclusions recommendations areas de\ufb01ne content yourreport need consider dividing report major sections proj ect eg management reporting production etc reviewing section turn describing current situation key \ufb01ndings recommended changes andfuture actions section high performance consulting skills distinguish major minor points key areas minor points best covered inan appendix avoid cluttering main body ofyour report also avoid much crossreferencingaim balance main text appendices present logical \ufb02ow analysis link var ious sections effectively typical report structure introduction cover background circumstances sur rounding project undertaken also needto highlight key events client concerns scope assignment section describes subject areas review highlights limitations surrounded work undertaken list project timetable sources fromwhich obtained information detail response ratesto questionnaires executive summary conclusions recommendations executive summary intended busy readers wish obtain quick focused overview reportthe reader able grasp essence yourwork proposals quick read section shouldtherefore written bullet point format key \ufb01ndingsand conclusions clearly listed crossreferencedto recommendations seven presenting client feedback findings conclusions describes current position surrounding problem important assume client aware orunderstands present situation unbiased wellwritten description current situation enormouslyhelpful clients often helps sharpen thoughtsand helps focus central challenges problems list key \ufb01ndings end section makesure data back observations keep section fact based possible prior devel oping conclusions \ufb02ow naturally fromthe \ufb01ndings options recommendations section \ufb02ow clear analysis con clusions detailed conclusions thendevelop range options address problem willenable client see scope act theproblem \ufb01nal recommendations must follow logically conclusions contain \ufb02aws analysis every recommendation must linked one moreof conclusions turn need provide muchdetail possible recommendations implementation plans good telling client need new system idea go implementation section must provide clear road map help client seethe way ahead recommendations need state improvement actions required take action high performance consulting skills improvement action taken long actions take implement bene\ufb01ts improvements action potential costs involved future assistance sales element report set bene\ufb01ts approach detail might assistthe client moving next stage closing paragraph thank client staff cooperation help project emphasise willingness continue working relationship provide assistance appendices appendices contain details facts would oth erwise clutter main body messages reportthey however need included provide support work \ufb01ndings writing client report begin write report invariably havetoo much information common challenge writingclient reports therefore need selective inthe \ufb01nal choice content much detail overloadof facts may cause confusion equally lengthy reportsthat packed endless detail liable irritate actually please client little maycreate doubt whole approach seven presenting client feedback begin writing report list topic areas data consider relevant try without judgingthe suitability information also stage dontworry duplication data listedall information begin process sifting duplication eliminating unnecessary data next step begin linking various pieces infor mation themes topic areas stage shouldhave good basis begin shaping content yourreport ensure avoid information capable creating client confusion based gossip orerroneous facts select information facts arerelevant support main \ufb01ndings conclusions andrecommendations begin formal writing process examining terms reference identifying areas going focus formulating idea final report structure look like endeavour draft outline key sections report project progresses real time make life alot easier \ufb01nal drafting stage alreadyprepared key elements always allow plenty timeto write produce report eg page reportallow minimum three days back yourmind likely \ufb01ve days editing andredrafting also allow suf\ufb01cient time report readand reviewed colleagues easy get involvedwhen writing lose sight glaring omissionsor errors second set eyes vital editing report high performance consulting skills also need re\ufb02ect clients colleagues per spectives issues relativepositions organization extent dothey agree disagree problems theylikely agree possible solutions supportive hostile anyone report toalready biased negative view consider whether eventual readers report detailed knowledge issues involvedif need bring uptodate via thereports executive summary overview predict deal possible questions might come client lead client report reasoned logical analysis deal contentious issues report using strong logic fact based arguments consider clients underlying motivation needs attempting solve problem youreally addressing fundamental points keep focus key decisionmakers amongst clients team consider actions agreements require client example may want clientsagreement continue funding additional research orto involve specialist input important highlight compelling reasons carrying outthis additional work bene\ufb01ts timescales coststhat might accrue seven presenting client feedback find whether client sell pro posals boss need help yourclient task focusing bene\ufb01ts yoursolution clearly state client action proposed recommendations indicate promote possible involvement additional followon work establish agree \ufb01nal distribution report practical tips writing client reports use plain simple language throughout report never use long word short word means thesame keep sentences short sentence works word cut try avoid technical terms unnecessary jargon jargon required ensure terms used de\ufb01nedand explained everyday phrase available useit instead buzz words use active tense rather passive service levels improved preferable improve ment service levels made support arguments facts clear logical conclusions recommendations high performance consulting skills seven presenting client feedback insight powerful way build report structure use classic discipline using findings conclusions recommendations link \ufb01ndings conclusions turn rec ommendations conclusions enable todevelop strong logic train \ufb01nd yourselfin position presenting recommendations thatare linked conclusions even worse presenting conclusions real \ufb01ndings remember approach recalling following statements found basis \ufb01ndings conclude basis conclusions therefore recommending enable draw strong argument willwithstand clients review see figure remember people want attack recommendations look criticise analysis recommendingactions \ufb01ndings conclusionsyou need information gatheringfigure developing report structure logistics side remember try make one person responsible producing \ufb01nal report reports written committeesor groups people generally prove ineffective andseldom produce results collective report writingtends sanitise signi\ufb01cant points actions check availability report writing services resources large reports involve lot typingand checking sometimes night agree going distribute report client check client available \ufb01nal document ready alert client possible delays sooner rather laterensure develop logical train analysisfindings found findings findings findings findings findings findings findings conclusions conclude conclusion conclusion conclusion recommendations recommend recommendation recommendation recommendation problem supporting data high performance consulting skills reviewing reports questions consider review ing report delivered terms reference described scope methods work dealt areas cover conclusions clear unambiguous remem ber closely involved withthe assignment issues may clear thereader doubt redraft areas thatlack clarity recommendations clear unambiguous address conclusions report summary consistent main body report content section contain material consistent heading content wording style report appro priate clients needs used loose language might prone misunderstanding look emotive words orphrases always generate strong clientreactions remove \ufb01nal draft omitted important issues facts alerted client possible surprises advance get play devils advocate ques tioning grey areas report tone report constructive positive negative depressing seven presenting client feedback finally housekeeping points always worth checking reviewing \ufb01nal report check contents page main document consistent check paragraph appendix crossreferences check names titles client personnel check section headings subheadings par ticularly contents page check crossreferences diagrams charts present correct check appendix headings contents page finally ensure typing printing collation \ufb01nal report also checked want avoidmissed pages duplicated pages incorrect formats etcsimple silly mistakes stage destroy anotherwise excellent piece work making client presentations making presentations challenging essential activity internal consultant able presentinformation professional persuasive manner thatthe client understands accepts actions proposalsand recommendations internal consultant mayhave undertaken high quality research analysisfor six months work wasted unlesswe successfully in\ufb02uence client colleagues ina formal presentation development presentation media continues become sophisticated clients expecting higherstandards presentational skills messages need toexceed client expectations important consider high performance consulting skills vast majority management presentations remembered presenter content wecannot afford underestimate part role wehave able plan conduct dynamic in\ufb02uential presentations preparing client presentations preparing client presentation consider clients current position worried con\ufb01dent etcrecognise client important want berespected acknowledged experience avoidany patronising comments observations re\ufb02ect yourclients needs objectives ask satisfy consider following questions discovered problem issue focused real issues con\ufb01dent \ufb01ndings proposals recommendations help client problems client needs address improving ef\ufb01ciency operation recommendations saving costing client money client need issues options going want continue working us addressed questions decide objec tives presentation need consider whether youare asking clients agreement whether aretrying secure additional resources project seven presenting client feedback questions help focus structure detail presentation developing presentation structure make sure three parts clear beginning involving introduction background overview project strong middle section details analysis sound conclusion comprises summary clear suggestions action also need consider overall timing pres entation section within find well advance presentation take place audience much time deciding content presentation ask bene\ufb01ts offering client propose deal dif\ufb01cult con tentious issues involve client presentation clients critical questionsobjections likely actions client need take end presentation high performance consulting skills presentation media selecting media make presentation need address following questions propose communicate key points messages description analogy facts graphicsexamples competitive data etc visual aids media best communicate points wish make pc projection overhead projector millimetre slides webbased flip charts slide book practical demonstration dvdvideo seven presenting client feedback insight avoid expert talking much client always structure presentation client invitedto comment presentation early stage mustget early reaction saying plan pause inyour presentation minutes invite client reactionyou dont want discover end long presentationthat client totally disagrees presented early feedback means adjust content sooner rather lateralso consider room setting going using logistics involved employing different forms ofmedia remember using complex equipment increasethe chances technical breakdowns also possible thatby using overly sophisticated media lose clarity ofyour messages many presentations fallen disrepair enthusiastic use numerous featuresof microsoft powerpoint keep visual approaches incontext key messages want put across consider size client group present kind atmosphere want create formal informal relaxed sophisticated authoritative issuesinvolve process side presentation considercarefully issues dont assume youhave produced great analysis report endof job reports sell youhave in\ufb02uence clients skillsin presenting come play delivering presentation planned structure content presen tation hard part presenting yourclient authoritative in\ufb02uential manner key aswith many skills involved internal consultancywe develop real expertise presenting continuous practice experience theessential dos donts make sure rehearse practice find ele ments presentation work going thesession detail dont wait \ufb01nd actualday presentation works seriousrehearsal normally reveal weak areas yourpresentation provide ample opportunity make adjustments doubt get colleague high performance consulting skills sit practice session ask critical finetuning low risk stage far betterthan actual day presentation anticipate questions asked including obvious dif\ufb01cult unthinkable key part ofyour planning thinking really awkwardquestions might asked stand straight project con\ufb01dence vary body posture dont wander around way distract client aresaying avoid \ufb01dgeting classic rattling coins keys pocket speak slow clear pronounced fashion smile connects people says pleased seven presenting client feedback insight always make client feel strong rather weak clients want hear either failing good soconcentrate motivating client mean avoiding dif\ufb01cult issues recognise fact client mayhave experiencing dif\ufb01cult challenging circumstances give clients credit wherever possible avoid slipping crit ical patronising statements fact situationsit may indeed look bad still \ufb01nd something positive say client listen presenter hasnothing positive say likely become unhappy clientyour job make feel strong project authority voice hesitant mum bling delivery irritate audience destroyyour credibility vary sentence length vary pitch tone pace voice match presentation use facial expressions match presentation content smile humour try demonstratesurprise important \ufb01nding key issue use hand gestures emphasis key points introduction provide brief background project highlight original terms reference brings everyone speed isimportant may people whoare intimately involved project otherswho somewhat remote powerful opening statement strong refer ence fundamental objectives project canbe good way focusing everyones attention tryusing example begin ladies gentlemen let us remind following opening hard business issue reducing costs increasing sales willgenerally get clients immediate attention reporting back results interviews preserve con\ufb01dentiality agreements interviewees byreminding clients assurances helpsyou avoid pointed questions saidthat might come later presentation high performance consulting skills speak language business organization clutter presentation esoteric jargonkeep simple practical business relevant look directly clients remember constantly scan audience rather stare ator focus key individuals always temptation maintain eye contact people areshowing positive signs interest remember thereare people present also betrying gauge reaction sayingyou need identify seem unhappy surprisedat saying make sure summarise key stage presentation working presenting consulting team make sure youintroduce speaker begin callthis signposting helps tell client youare taking identi\ufb01es enliven presentation use appropriate comments quotes recorded thecourse research simple insightful quoteto illustrate statistical graphical point bevery powerful remember safeguard con\ufb01dentiality speaker necessary make quoteanonymous except generic job title roledescription seven presenting client feedback watch individual client responses pres entation develops nodding heads frowns picked re\ufb02ecting questions back client seem little unhappy last point missed something \ufb01nding issue bob pace presentation gathers momen tum beginning end high performance consulting skills insight making client presentation try use rather always easy slip telling mode givinga presentation bad consultants start saying things like major problems need tackle issues must address problem client sound irritating condescending remember side always use ratherthan helps develop rapport sounds signi\ufb01cantly betterto client similarly use challenges problems stating major challenges far better saying somemajor problems keep language positive upbeatif presenting options client use simple cost bene\ufb01t approach focus clients thoughts simply usinga high medium low rating add considerably anysubsequent debate help develop clients commitment eventual selection decision figure illustrates simple powerful approach proposingoptions classic example operating process ratherthan expert mode figure presenting client options dont fade away end presentation make sure strong powerful close allow ample time discussion end pres entation engaging client critical ensure youallow suf\ufb01cient time discuss issues havebeen raised remember enthusiastic con\ufb01dent expect clients beoptions bcdecost implementation highhighlowbenefits organisation highmediummediumpracticalityease implementation highhighlow seven presenting client feedback presenting client feedback client focused stage involves presenting feedback back client throughout project lifecycle involves writingreports making presentations writing key reports questions ask analysis rigorous accurate clear support findings conclusions recommendations \ufb01ndings recommendations help client clients respond positively negatively feedback managed clients expectations advance feedback presentation high performance consulting skills insight rehearsing presentation invite someone listen involvement project beable critique presentation powerful way nothaving emotional involvement project may discover raise interesting points questions youhave overlooked feedback presentation right format style level detail spent enough time rehearsing presentation thought unthinkable questions adequately planned move client forward next stage project report back interviewees helped information gathering phase yourwork clients perspective valid analysis feedback thorough research upset anyone work understand accept agree \ufb01ndings results colleagues react \ufb01ndings recommendations well managed feedback process dealt adequately questions concerns added understanding issues problems recommendations represent solution problem seven presenting client feedback typical client thoughts reactions receiving feedback got right answers conclusions produced cant believe problem actually happening would like get quick overview \ufb01ndings would like spend time examining issue said rubbish cant true come conclusion found people thought startled told anything positive discovered pretty bad news anything well ok need next cant help thinking missed something think may misinterpreted point cannot true tend agree yes interesting would like comment one key point statementsquestions might use positive well negative issues emerging investigation would like provide overview \ufb01ndings focus speci\ufb01c issues high performance consulting skills sure specific point think happening would welcome reactions points may disagree results indicate strong negative perception issue perhaps need get additional information question point certainly reinforced section ten report cover points later presentation perhaps could cover subject end presentation seven presenting client feedback blankchapter eight implementing reviewing exiting projectseight implementing reviewing exiting projects project implementation implementing project need able plan manage effectively key elements project planning implementation involve developing list keyactivities resources timeline completion anyproject also involves risk need review keyaspects implementation plan assess significant risks associated think terms project implementation managing resources time quality keen eye possible risks might occur well planning projectyou also need ensure control leadthe project project control measuring evaluating cor recting progress throughout lifecycle projectcentral project master plan need toconstantly monitor progress figures detail draft plan process con ducting risk assessment high performance consulting skills figure project master plan conducting risk assessment need consider overall plan review key task two keyquestions probability failure associated task happen planned possible impact would project would severely impact implementation plan simply using high medium low rating quickly identify parts plan may need kindof alternative contingency planning general rule identify activity medium probability failure medium impact projectthen need develop alternatives contingencyplans activityyear month jan feb apr may jun nov dec project start design completestart trainingtraining evaluation eight implementing reviewing exiting projects figure risk assessment projects figure risk analysistask delivery plantprobability failure mediumimpact project highcontingency investigate alternative suppliers avoid hiding contingency tasks dont add contingency end phases project end contingency comes carrying risk analysisidentify critical areas plan potential problems probability x impact risk planhigh review planmedium contingency high performance consulting skills obviously lot project management tech niques used readers wish geta detailed account read project skills butterworth heinemann written dr sam elbeik andmyself book go details project management associated skills project implementation client focused stage consulting cycle involves managingthe detailed project implementation questions ask secured clients agreement plan con\ufb01dent project management skills capability prepared brie\ufb01ng pack imple mentation team spoken individual team member con\ufb02icts arising parts organization work develops spent suf\ufb01cient time thinking balance composition team communicated relevant suppliers interested parties necessary control reporting procedures place agreed regular access client implementation period eight implementing reviewing exiting projects clients perspective competent everything seem control getting regular updates progress involved important meetings seem realistic feasible capable taking people along changes statementsquestions might use would welcome attendance launch meetings perhaps would prepared welcome people outline expectations experiencing problems department x would like discuss itbecomes big issue key developments arising last weeks work still track think things progressing feedback received people concerning progress may reallocate people resources stage plan foresee slippage overall may need renegotiate extra time resources result last weeks problems high performance consulting skills reviewing consultancy projects client focused \ufb01nal stage client project involves establishing whether projects objectives achieved formally signing involvement project questions might ask signalled end projectassignment earlier client thus avoiding surprises agreed project end date client formal handover project client client comfortable close project major issues still outstanding worrying client secured views relevant parties suf\ufb01ciently rigorous review process open honest problem areas clients perspective given ample notice projects conclusion ful\ufb01led terms reference enjoyed working would want work left positive impression team always open honest direct dealings eight implementing reviewing exiting projects statementsquestions might use would like \ufb01nal meeting conclude review work happy everything outstanding issues believe signi\ufb01es conclusion work plan project anything would helped project could would require us devote additional resources project timetable hasbeen completed suf\ufb01cient time resource take additional work load would pleased propose assist additional work enjoyed working project evaluating consultancy projects imprecise science achievement stated objectives principal way assignments judged projecthas managed correctly principles haveoutlined book applied chances successful outcome achieved however complexityof many projects means internal consultant shouldever claim credit take blame failures projects involve people multidisciplines changing businesslandscapes priorities mean high performance consulting skills avoid attempting measure impact success work need know clientand future clients work contributed tosuccessful results without information neither noryour clients know manage similar situations inthe future often depend heavily totally subjective opinion evaluating efforts project evaluation questions client key questions client might re\ufb02ect attempt ing evaluate work original problemopportunity caused involve internal consultant addressed extent feel due efforts internal consultant opposed factors speci\ufb01c actions taken internal consult ant helped address problemissue speci\ufb01c actions internal consultant hin dered addressing problemissue might internal consultant done might helped situation would use internal consultant help address similar situation future consultant left skills organization staff use future would choose work consultant future would recommend internal consultant colleagues similar problems issues would say internal consultant helped signi\ufb01cantly eight implementing reviewing exiting projects project evaluation questions internal consultant believe clients problem solved addressed could done differently improve \ufb01nal result fellow internal consultants feel results intervention clients staff regard involvement good current relationship client client recommended colleagues client asked work future assignment project come time budget summary answers questions help address theevaluation question \ufb01nal analysis clients perception right wrong importantfeature evaluation process client believesthat intervention helped evaluationbe helpful gaining work beware chasing holy grail new problems top ofthe clients agenda may uninterested kindof postmortem high performance consulting skills chapter nine internal consultants toolkitnine internal consultants toolkit consultants toolkit throughout book stressed need actively manage client relationships made many references using number forms assist processon following pages outlined series singletemplate forms might like use adapt helpyou managing clients projects cover thekey elements internal consultant management process high performance consulting skills nine internal consultants toolkit initial client meeting form next meeting datetimeplace duration meetingactioninitial thoughts solve problem clients issuesdescription clients operation client reporting structuremeeting purposedept name presentlocation date timehigh performance consulting skills page terms reference form boundaryobjectivebackgroundstart date project namelocation consultant namedate client namenine internal consultants toolkit page terms reference form deliverables milestonesreportingassumptionsconstraintshigh performance consulting skills page terms reference form approved client date time chart project activity effort start week estimated costs resource name rate effort cost resource name rate effort cost resource name rate effort cost resource name rate effort cost equipment name cost equipment name cost expenses cost total estimated costsorganization capability effectiveness questionnaire organization audit guidance notes questionnaire contains simple series statements utilises model organization analysis modeloriginally featured bestselling business book searchof excellence tom peters bob waterman considered highlight features effective organization use type questionnaire organization wide projects need collect views amongst staffsimply adjust questions re\ufb02ect particular areasof focus load quantitative responses ontoa spreadsheet use openended questions helpstructure analysis incorporate client presentations reports obviously need add front coding sheet asking people \ufb01ll demographic data covering following subject precise circumstances surroundingyour project n e rolegrade location department length service instructions questionnaire completion consider statement indicate true rela tion views experiences organization right wrong answers simply collectingyour honest reactions data used con\ufb01dential manner named comments data responses willbe revealed nine internal consultants toolkit strategy business strategy plans well de\ufb01ned strategy plans effectively communicated clarity throughout organization concerning corporate mission vision top management focuses medium longterm well shortterm issues changes see signi\ufb01cantly affect organization thenext two years think need two years time remain competitive regard key performance criteria measure success change order achieve success hinder changes high performance consulting skills strongly agreeagreeneither agree disagreedisagreestrongly disagree structure manpower optimum level resources organized according business needs priorities minimum control management levels organization responsibilities accountabilities clear responsibility authority well matched organization structure \ufb02exible responsive changing needs organization structure integrated rather fragmented operating inisolated pockets well different parts organization work together effective communication vertically within organization effective communication horizontally within organization effect structure organization upon effectiveness ofyour operational ef\ufb01ciency people appropriate levels authority responsibility nine internal consultants toolkit strongly agreeagreeneither agree disagreedisagreestrongly disagree style management management encourages delegation innovation emphasis coaching rather telling individual group achievements recognised rewarded performance measured clear objectives performance targets viewed demanding achievable would describe way organization managed present far involved decisionmaking outside affecting area ofmanagement responsibility far involved decision making outside affecting areaof management responsibility con\ufb02ict handled within organization far risktaking encouraged within organization high performance consulting skills strongly agreeagreeneither agree disagreedisagreestrongly disagree style people people valued individuals treated respect peoples abilities potential well understood developed organization employs high calibre people people used strengths penalised weaknesses key people strengths weaknesses relation organizations goals ways assess strengths weaknesses needs done ensure key people capabilities meet yourorganizations goals nine internal consultants toolkit strongly agreeagreeneither agree disagreedisagreestrongly disagree skills skills matched achieve business objectives skill gaps identi\ufb01ed addressed skills re\ufb01ned improved developed meet changing business needs skills shared transferred within organization would describe key skills competences organization effective think skills organization need develop order continue performeffectively next two years contribution believe training make organizations performance next two years high performance consulting skills strongly agreeagreeneither agree disagreedisagreestrongly disagree systems effective planning processes tight controls capital expenditure present effective budget management priority effective procedures staff performance appraisal exist business manpower plans linked integrated effective systems spotting developing managerial talent information need outside organization receivingat present well systems work appropriate systems within organization nine internal consultants toolkit strongly agreeagreeneither agree disagreedisagreestrongly disagree shared values high level loyalty organization positive belief value organizations products services real belief internal cooperation collaboration levels people real commitment values continuous improvement quality service underlying values guide people organization values need change ensure future success reinforce values organization among people high performance consulting skills strongly agreeagreeneither agree disagreedisagreestrongly disagreeinternal consultant skills development needs checklist guidelines review following list client management skills behaviours identify current performance internal consultant may activities listed feel important record spaces provided completed checklist focus critical consulting skills behaviours think youneed develop nine internal consultants toolkit comfortable working senior management others authority \ufb01guresthinking respond clientsthinking business \ufb01rst functionalspecialist secondfeeling comfortable experience andprofessional backgroundpossessing strong knowledge base ofexpertise constantly updating myknowledge skill base need lessi need morei okgeneral approach consulting client managementhigh performance consulting skills using effective project management tools techniquessetting realistic goals clientbeing comfortable clients reviewing workbeing comfortable client taking allthe credit successbeing comfortable saying goodbye aclient end projecthelping clients generate solutions problemsenabling clients use strengthsand resourcessaying without guilt fearpromising know deliverworking con\ufb01dently time pressurespresenting selling ideas effectivelychallenging clients views opinions andde\ufb01nition problemaccepting clients de\ufb01nition problem need lessi need domorei okgeneral approach consulting client management continuedusing creative problem solving techniqueschallenging ineffective solutionscritically evaluating proposed solutionsutilising clients solutions solve problemschallenging clients assumptionshelping clients maintain logical approach tosolving problems projectshelping clients problemsdeveloping clearly agreed terms referencestating client problems objectives clearlybeing brief concise speakingasking direct probing questionsbuilding atmosphere openness trustencouraging clients talk share theirviews thoughtsactively listening clients need lessi need morei okgeneral client management skills nine internal consultants toolkit high performance consulting skills obtaining real feedback client presentationsbuilding team spirit consulting anyjoint consultingclient teamsbeing \ufb02exible problems newsituations emergetaking full control responsibility projectsbeing detail focusedgiving strong client demands restrictions limitationsworking people personally likedealing con\ufb02ict colleagues clientsbeing aware need compete othersappreciating impact behaviour clientsreading interpreting client group andteam dynamics accurately need lessi need morei okgeneral client management skills continuednine internal consultants toolkit using strong project control evaluation techniquesdeveloping arranging clear next stepsand appropriate followup actions projectstaking notes writing beenagreed communicating clientsummarising regular basis clientdiscussions agreementsadmitting errors mistakes partattributing failure clients resistancerecognising defensivenessrecognising prejudices biasesacknowledging failures openly andconstructivelyalways expecting clients use solutionsintervening clients without threateningor intimidating themintervening clients appropriate timescontrolling stress working onchallenging projects need lessi need morei okgeneral client management skillswhat critical consulting skills want develop list going ensure develop skills speci\ufb01c actions plan take write actions high performance consulting skills nine internal consultants toolkit consulting skills client meetings checklist outcomes meeting information gained understanding situation clarity consultants role clients reaction consultant overall professionalism levels con\ufb01dence teamwork evidencegeneral client management teamwork areas covered consultant control meeting \ufb02ow pace effective use time active listening skills developing client con\ufb01dence success gaining information answering clients questions issues challenging clients thinking non aggressive manner summarising redirecting client topics keeping client track overall \ufb02exibility meeting closure next steps dates next meeting followup actions thanking clientobservations notesintroductions role consultants client rapport objectives focused introduction timing meetingsuccess factors common vision uni\ufb01ed management surfacing concerns content management plan process management realistic timescales resources regular open communications systems support change reward support change commitments honoured right people key roles involvement affected supportive leadership measurement effective project management high performance consulting skills excellentgoodadequateweaknonexistentsuccess factors managing changechange management action planning sheet name location division issues accountabilities timescales resource requirementsactions address critical issue de\ufb01nitions nine internal consultants toolkit blankblankthorogood publishing thorogood publishes wide range books reports special brie\ufb01ngs psychometric tests listed selectionof key titles desktop guides marketing strategy desktop guide norton paley sales managers desktop guide mike gale julian clay company directors desktop guide david martin credit controllers desktop guide roger mason company secretarys desktop guide roger mason \ufb01nance accountancy desktop guide ralph tif\ufb01n commercial engineers desktop guide tim boyce training managers desktop guide eddie davies pr practitioners desktop guide caroline black win new business desktop guide susan croft masters management mastering business planning strategy paul elkin mastering \ufb01nancial management stephen brookson mastering leadership michael williams mastering negotiations eric evans mastering people management mark thomas mastering personal interpersonal skills peter haddon mastering project management cathy 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}