Consulting on the Inside - c.ymcdn.com · the consultant-client relationship. ... EI-100-SL-2-7-0...
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Consulting on the Inside ™ A Practical Guide for Intenal Consultants
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Copyright © 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB-1-1.0 (08/24/11) 2
➤ Define the role of the internal consultant
➤ Discuss how the internal consulting process works
➤ Address internal consulting challenges
➤ Practice Influence and Negotiation skills
➤ Apply the internal consulting career ladder and the concepts of consulting mastery
➤ Identify personal goals for consulting mastery
Objectives
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What are the key challenges for you in your organization?
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ExpertiseInfluence
Personal Skills
A Client Requested
Change
A consultant uses...
To facilitate...
Without formal authority to implement recommended actions
What is a Consultant?
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Choosing a Role
Process OR Expertise
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Classic Consulting Roles
Consultant Role
Doctor: − Diagnose − Make recommendations
Expert: − Provide expertise and solve the problem
Pair of Hands: − Use specialized knowledge to achieve client’s goals
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Consultant Role
Change
Agent
− Partners with client − Serves as catalyst for change
Process Consulting
− Partners with client − Insightful systems observer − Asks astute questions
Traditional Organizational Change Roles
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Consultant Role
Performance Consultant:
− Partners with client − Systems focus − Supports performance improvement
Change Leader: − Guides and drives change process − Advocate and project leader
Trusted Advisor: − Sounding board − Confidant
Emerging Consulting Roles
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Challenges for Internal ConsultantsOrganizational Challenges
Intrapersonal Challenges
Interpersonal Challenges
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➤ Setting the Stage at Hiring
➤ Building the Relationship
➤ Confidentiality
➤ Competencies for Success
➤ Becoming a Business Partner
Building Your Practice
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Contact
Agreement
Feedback
Informationand
Assessment
Evaluationand Learning
SeekingAlignment
Change Targetsand Transition
Strategies
Implementation
The Process of Consulting
.
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➤ Seek an understanding of the client’s organization or business need.
➤ Lay the foundation of the consultant-client relationship.
Contact Phase
.
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➤ Confirm the agreement on consultant and client roles, expectations, and the actions each will take.
➤ Define the need to be addressed and the goal or outcome to be achieved.
Agreement Phase
.
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➤ Gather information about the issue, the business, performance, and the organization.
➤ Assess or analyze the data and information collected.
➤ Gain an independent view and interpretation of the issues.
Information/ Assessment
Phase
.
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➤ Provide the client with the information or data.
➤ Seek acceptance or “ownership” of the data.
➤ Offer a consultant’s analysis or interpretation.
Feedback Phase
.
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Alignment Phase
➤ Seek alignment with the client on the desired outcomes or future state and the approach or intervention to be used to achieve it.
.
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➤ Clarify which components of the system need to be changed.
➤ Identify necessary support and resources.
➤ Develop a transition strategy to navigate from the current state to the desired future.
Change Targets and Transition
Strategies
.
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➤ Complete the intervention by providing guidance, coaching, facilitation, and leadership to implement the planned change.
Implementation
.
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Evaluation and Learning
➤ Evaluate the success of the project with the client system by supporting the client’s reflection and identification of learned skills, knowledge, and self-awareness.
➤ Explore enhanced knowledge, skills and self-awareness.
Evaluation and Learning
.
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Influence Tactics
TELL
SELL
NEGOTIATE
ENLIST
INQUIRE
LISTEN
FACILITATE
ATTUNE
DISENGAGE
.
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I N Q U I R E
Draw OutAsk
Open-endedQuestions
Clarify Issues
CheckUnderstanding
TestImplications
DiscloseIdentify
withOther
PoseChallenging
Questions
FAC
ILIT
AT
E L
I ST
EN
A T T U N E
Receptive Influence Behaviors
.
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Expressive Influence Behaviors
Express NeedsSuggest
Envision
O�er Reasons
Refer toGoals andBene�ts
DescribeConsequences
O�erIncentives
Encourage
T E L L
N E G O T I A T E
EN
LIS
T SE
LL
.
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Influence Goals
Goal: How I will know that I have succeeded
Criteria for an effective influence goal:
FlexibleObservableChallengingUsefulSupportive
.
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Constructive Negotiation Process
Finishing
Closing
Infrastructure
Framework
Foundation
Blueprint
IMPLEMENTING
CONTRACTING
REVIEWING OPTIONS
IDENTIFYING NEEDS
ESTABLISHING EXPECTATIONS
PLANNING
.
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➤ Student
➤ Apprentice
➤ Practitioner
➤ Coach/Mentor
➤ Master
Stages of Internal Consulting Careers
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Self Management Issues For Internal Consultants
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Advice for Internal Consultants
➤ Know the business. Tie consulting interventions to real business issues and ensure they add value.
➤ Identify performance gaps or issues before managers do. Be ahead of the game.
➤ Recognize systemic relationships. Be a systems thinker.
➤ Build strong skills as a coach, teacher, advisor and strategist.
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Advice for Internal Consultants
➤ Avoid pitfalls and barriers; learn detours. Be persistent in overcoming them.
➤ Pay attention to the trends; talk about them. Most importantly, make them relevant to the business.
➤ Develop the ability to work at all levels of the organizations and across boundaries.
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Advice for Internal Consultants
➤ Know the financial picture, participate in business meetings, and ask questions.
➤ Be an educator about change, systems thinking, learning strategies, chaos and complexity.
➤ Develop personal mastery and be a constant learner.
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Internal Consultants and Leaders
“As for the best leaders, the people do not notice their existence. The next best the people honor and praise. The next, the people fear, and the next the people hate. When the best leader’s work is done, the people say, ‘we did it ourselves!’”
Lao Tzu
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Developing Your Best Self
Personal mastery goes beyond competence and skills, though it is grounded in competence and skills. It goes beyond spiritual unfolding or opening, although it requires spiritual growth. It means approaching one’s life as a creative work, living life from a creative, as opposed to a reactive, viewpoint.
Senge (1990)