Consulting skills

Core Consulting Skills

Robert Fonteijn

Three jobs

Recent work I am especially proud of

A background in industry and consulting - in many countries

Elevation Learning

Formed 1989 Competence development for knowledge based

businesses: consulting as well as (mostly tech-driven) industrial companies

Sister company GreySpace: consulting to knowledge-based businesses

We are Glocal Voted “Most Outstanding Training Centre” by

Institute of Consulting in 2009 and 2010

The CONSULT process

ClosureInterventionDiagnosisContractingEntry

PitchingDevelopinga proposal

Working with client

Followingup a lead

Selling

Delivery

Course program1. Introduction

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

6. Closure

Situation appraisal

Handling meetings and Influencing

Developing terms of reference Working in teams Client handling

Problem solving Creativity in creating solutions

Choice of recommendations Structured communication Change management

Your own learning priorities

“What would enable you to make a real difference in one of your client relationships right now”?

Please discuss in your table groups any additional, very specific things you want to learn during this training.

In 5 minutes, each table will be asked for their learning priorities.

The “contract” – mutual expectations

Timekeeping Mobile phones and laptops The use of English Diversity Feedback

Roadmap of this session

What is a « business » Distance Different types of consulting Getting involved downstream Opening up Levels at which we work Value A portfolio of roles consultants play

Thinking about a « business »

Source: Business Model Generation

Customersegments

Valueproposi-

tions

Customer relation-ships

Channels

Key activities

Keycapabilities

Cost structure Revenue streams

Keypartners

Consulting is delivering specialist skills in a client environment

The Business Organization

Consultant

Consulting

Different types of consulting

Strategic Mgt Technical

Degrees of freedom

High Low

Form of problem Ill-defined Well-defined

Nature of solution

Not bounded Bounded

Focus On process On precedent

Elixir Your client Your client’s customers

It’s about helping clients think about the best way to translate Elixir’s capabilities into competitive advantage

Getting involved with end users

Your client’speople

Consulting has its own sales processA demand-driven sales process opens up to define the offering,

before closing down

A supply-driven sales process starts with an offering – so it

focuses from the start on closing down

Different levels on which we work

The ends the client is trying to achieve

The problems that stand in the way of the purpose being achieved

What must be done to solve the problems

How to put the solutions in place

Purpose

Issues

Solutions

Implementation

The Benefits Matrix

Think about the various categories of benefits that Elixir can deliver.

Financial

Short term

Non-Financial

Medium term

Categories of benefits

1.Financial vs non-financial

2.Tangible vs intangible

3.Short-term vs long-term

4.Direct vs indirect

5.Business vs personal

6.Fixed vs variable

PS: all of these can be quantifiable or not

Different roles consultants can play

Valuable Resource

Subject matter expert plus a linked field

Subject matter expert

Trusted Advisor

Bre

adth

of b

usin

ess

know

ledg

e

Depth of personal relationship

Source: David Maister – The Trusted Advisor

Course program

1. Situationappraisal

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Stakeholder analysisWhat do they want to happen? Why?

Who are the key people involved in this?

Their degree of influence?

What sort of things people want to happen

“PECOT”: political, economic, commercial, operational and/or technical

Often, business needs are a mix of these five categories

Expressions of needs, pain and/or concern are often linked to the level in the organization we’re dealing with: professionals, managers or CxO

Top team STRATEGY - Margins - Market share - Customer satisfaction

Middle Management TACTICS Cost

Professionals OPERATIONS Performance

What’s on their mind?

The Pain ChainIn an organization, everything is dependant on everything else. Pain chains are pictures that show:

1. The key players and their pain,

2. The reasons for this pain, and

3. The impact of this pains on others.

Why would this be of interest to us ?

Issue analysis = asking a simple question

What worries me in this situation?

Template for the exercises

1. Preparation is done together in groups – either in the main training room or in breakout.

2. Some exercises involve meetings and role play.

3. Each exercise is followed by feedback and recording of the main learning points. These points will be bundled into an Elixir “Best Practice Manual”.

Exercise 1

Issue analysisYou have read the Tanika case study as part of your pre-course work.

1. Make a list of issues that you are worried about (10’).

2. Categorize these items in a way that makes sense to you (5’).

3. Report back on your work and share any questions you have about issue anaysis.

Course program

2. Handlingmeetings

and Influencing

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Why clients choose consultants

People

Sector experience

Functional experience

Existing relationship

Price

Brand

Other

Source: IMC/Penna survey

Consequences:

In consulting, you cannot separate the product (the solution) from the deliverer (the consultant)

So, you must be very professional in all the interactions that happen during a project

Let’s explore the most usual interaction:the meeting.

Meetings: Nine objectives

Fall back Realistic Stretch

Giving and receiving information

Progressing the work

Building the relationship

The default agenda

1. Greeting2. Pleasantries3. Bridge to business

– background– purpose and brief

agenda– time check

4. Meeting specific– agenda items

5. Next steps- summary and actions- back to pleasantries

The 3rd part: 10% of the time

The 1st part: 10% of total

The 2nd part: 80% of the time

The first part of a meeting

1. Introduction2. Pleasantries3. Purpose4. Time check5. Agenda

You never get a second chance to make a first impression

38%

55%

7%

First impressions

1. People hold on to them – and seek to reinforce them

2. Look contemporary and appropriate. Look like an expensive external

3. Treat people as if they are your peers

4. Put the other person at ease. Speak in level, clear voice, ask questions, listen

5. Once a good impression is made, try and find ways to show you can deliver against it

During meetings

1. Probe

2. Take notes

3. Summarize

Improving your ability to influence requires judging how best the other person will be influenced...

Professional Authority

Logical Thinker

Friendly Helperby being liked: attentive and helpful?

by your professional credibility and authority?

by providing logic and data?

... and adapting your style to the situation

?

Influencing skills that work

Rapport Ask for what you want Saying “No Active listening Asking questions

Source: Jenny Rogers, Coaching Skills

“Rapport”

Be non-judgmental

Match – find things you have in common

Pace someone’s reality – speak at the same pace and pitch as they do

Focus on understanding things from their point of view

Listening skills

Four pieces of advice

1. Let go of your own agenda

2. Focus on the speaker

3. Encourage the speaker

4. Discuss the content, summarize and demonstrate understanding

Effective behaviors

ListenAskAbsorbUnderstand

Opening

TalkTell

ExplainDefend

PullClosingPush

Increase rapport Decrease rapport

To persuade clients, you need to talk in terms of the WHAT and WHY

HOW Consultants are often most interested in the

means (the HOW),

but clients are more interested in ends (the WHAT and the WHY)

WHATWHY

An international perspectiveRelationship-focused, versus…

Business depends on building good relationships

Deal-focused

Getting the job done is the most important criterion

Formal, versus …………………..

Relationships are formal and respectful

Business style is top-down

Reporting lines are strict and respected

Informal

Relationships are casual

Style is egalitarian

Matrix systemTimekeeping, scheduling and long-term planning are central

Crisis management, lack of punctuality, flexibility

Reserved, versus ……………….

You do not show emotion

Expressive

You are expected to show emotion

Exercise 2

The first meetingYou will now prepare for a meeting with Tanika’s CEO, Thomas Keranen.

In reality, such a meeting would be scheduled to last for at least an hour. In this course, you will only play the first 10 minutes of the meeting. So do not hurry through your agenda!

- You will prepare together in your groups.

- Two of each group will play consultants. The others will play observers.

- The observers will lead the short feedback session that you will hold in your breakout room.

Course program

1. Developing termsof reference

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Difficulties occur mainly because of a mismatch of expectations

What is to be covered - the scope? What is the client going to get - and when? What are the respective responsibilities of consultant and

client? How is the engagement to be managed - e.g. progress

review meetings

AND What are the unwritten expectations of this client?

Be clear about:

There are certain things which need to be clear between consultants and clientWhy - the client objectives

What - the assignment objectives

How - the means

The client contextWho is the client?

What do they want to happen?

ScopeThe areas of concern

to be addressed

OutputsThe deliverables

to the client

Approach: The method to be used

Program of work: How this works out in realtime

Resourcing: from client as well as consultancy

Management: how the project is to be managed

Exercise 3

Terms of referenceFollowing the meeting with Thomas, please draw up terms of reference:

- Define who is the client- Select a shortlist of issues- For each issue, formulate a deliverable

(Do not discuss the « How » at this stage)

Course program

2. Working in teams

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Teamwork in consulting: 3 comments

1. Without teamwork we cannot be successful

2. We are part of a multitude of teams

3. Stress levels in our work are high

Why ?

Key challenges for teamwork in consulting

We lack power We are often squeezed between the firm and the

client We are who we are Clients make our lives difficult

Stress levels are high

Course program

3. Client handling

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Seven vital signsof a healthy project and client relationship

Seven vital signs

1. Stakeholders are committed

2. Business benefits are realised

3. Work and schedule are predictable

4. Project team is high performing

5. Scope is realistic and managed

6. Risks are mitigated

7. Team member benefits are realised

Vital sign 1: Stakeholders are committed

• Executive incentives tied to project results

• Investments are made in change management and training

• Stakeholder management plan in place and fully implemented

• No executive sponsor visible• People resisting or even

sabotaging efforts• More energy put into resisting

than supporting ideas• No “experts” available

Unhealthy signsHealthy signs

ActionsStakeholder management plan is fully implemented and maintainedThe right sponsor is appropriately engaged Regular Steering Committee meetings are being held, decisions and

actions are being taken in a timely fashion and are effectiveAll appropriate stakeholder groups are effectively represented

Governance and project team should be fit-for-purpose and stakeholders managed proactively

Project team

Steering group

Stakeholders and key users

Vital sign 2: Business benefits are realized

• A compelling reason exists to implement

• Focus on best net downstream benefits, not just cost

• The expected benefits are measured and shared

• “Why are we doing this ?”• “This is costing too much”.• Focus is on executing the plan,

not achieving benefits.


ActionsThe business case is clearly and convincingly articulatedThe solution will appropriately support the desired outcomes and

costsThe quality of work products is appropriateBenefits tracking is ongoing and meaningful

Vital sign 3: Work and schedule are predictable

• Everyone gives the same definition of deliverables

• Good evidence and sense of control• Slippage happens only when

predicted, and is readily dealt with

• Can’t describe what finished means

• Uncontrolled - poor plans, controls, tracking mechanisms

• Slippage comes as a surprise


ActionsProject plan is accepted and used, and there is confidence in

progress report accuracy and estimates to completeMilestones and deliverable acceptance criteria are acceptedApproach is appropriate and followedAppropriate resources are scheduled

Vital sign 4: Project team is high performing

• Individuals and groups are supporting each other

• Energy is high and positive• High levels of collaboration• The team is diverse

• The tension can be felt• Low energy and enthusiasm• Turnover is high• Working conditions are poor


ActionsAppropriate breadth, depth and calibre of skills are engagedMorale, motivation, energy and collaboration across teams are highEnvironment and facilities support productive and effective teamworkRoles and responsibilities are clear

Vital sign 5: Scope is realistic and managed

• Evidence of ongoing healthy challenging and negotiation

• Active issues log on scope items• Written agreements and work

statements regularly reviewed and updated if needed

• Scope is seldom challenged or discussed

• Scope issues and problems brushed off

• Scope issues are not tracked in writing


ActionsScope management plan is implementedOrganizational, systems, and geographic boundaries are definedScope exclusions/assumptions are clearProposed/agreed changes to terms are appropriately reflected in

costs, schedules and responsibilities

Vital sign 6: Risks are dealt with

• Documented plan is executed• Test-it-first tactics• Active probing for problems

versus just waiting for issues to come up

• Avoiding issues is the norm• All-or-nothing tactics• Wait and see attitudes


ActionsRisk management plan is fully implemented, maintained and supportedRisks are proactively sought in meetings and discussions and are

dutifully identified, documented and assigned for follow-upRisk tracking and reporting are appropriate and timelyMitigations are effective

Vital sign 7: Team member benefits are realized

• People feel they are learning• Good press is being created• The right balance of emphasis on

project benefits than project costs

• Good staff want to leave the project

• Negative remarks about doing the work

• Staff overworking to catch up


ActionsIt is clear how the project will help the reputation of change agents in

the businessIt is clear how project will help team members’ careersProject is recognized for how it will contribute to Elixir’s success

The 7 Vital Signs can be a useful engagement management tool

RAG

R

R

A

G

R

A

G

Stakeholders are committed

Business benefits are realised

Work and schedule are predictable

Project team is high performing

Scope is realistic and managed

Risks are mitigated

Team member benefits are realised

E.g. Comments

Rights and duties...

Are the two faces of the same coin.Duties are what we owe to others, whileRights are what they owe to us, such as:

Honesty and integrity Respect Keep promises Keep informed

Remember that you can demand them from others only if you offer them yourselves. This applies to colleagues as well as clients

Educating clients

Focuses on results Thinks about what can be done right now Measures progress against milestones Never moves the goalposts Is involved and available Keeps asking questions Is not afraid to appear stupid Is able to take decisions along the way Does not accept the easy options Expects nor accepts miracles

A good client :

The Ball Game

Two teams: Red Team and Blue Team Both teams write a list of objections or unpleasant things

that clients have told you – or that you hope clients will never tell you

Someone in Blue Team throws the ball to someone in Red Team. An objection follows. RedTeam will answer. Answer will be debated and points will be awarded for quality of the answer.

One team will win.

Course program

1. Problem solving

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Main learnings

1. There is great value in adding structure to business problems.

2. The method has two phases: opening up (to better understand the problems) – and closing down (working towards solutions).

3. This method is international best practice. However, it is up to each of us to use the method effectively.

The logic and fact-based problem solving loop

Problem definition and Breakdown

Synthesisand Recom-mendations

Client problem?

Issue Analysis and Work Planning

Hypothesis Formulation

The method has four main stages

1. Problem Definition and Problem Breakdown

2. Hypothesis Formulation

3. Issue Analysis and Work Planning

4. Making Solution Recommendations

Some benefits of the method

By employing this method, we aim to avoid some difficulties that are common in the consulting business: Expansion of scope of the engagement - scope creep. Lack of focus and waste of time at the start. Jumping to conclusions. Endless analysis – especially before it is clear what

precisely the purpose of the analysis is. Deadlock due to scarce resources.

The main elements of the method

1. It starts with the business need. In fact, a lot of time is spent on finding out what the problem is that we now decide to address.

2. It is highly structured.

3. The tension between intuition and data. Data collection in this method only happens at stage 3 – Issue analysis (not before).

Let’s start out with a few definitions

A Problem is the difference between today’s situation and a desired future situation (so it can be an opportunity too)

A Hypothesis is something that « perhaps a client should do » to bridge the gap between current situation and desired situation (this is where creativity is required)

An Issue analysis is a series of questions that must be answered to prove or disprove a hypothesis

A Recommendation is an action to solve a problem; a sentence that starts with the words: « You should »

The method: steps, tools and outputsSteps 1 2 3 4 5

Problem definition

Problem breakdown

Hypothesis formulation

Issue analysis Recommen-dations

Tools Criteria Problem forks

MECE

Criteria Issue forks

Work plans

Criteria

Outputs Sub-problems

Hypotheses Research

Successful problem-solving is dependent on a good problem definition

Clear definition of problem to be solved / opportunity to be exploited

Five characteristics of good problem definition

1.A thought-provoking question or statement

2.Specific, not general3.Actionable and debatable4.Often includes measures on the gap

between “what is” and “what should be”5.Provides focus to you, your team and

your client

The next step is to think and work logically using problem forks

Problem forks help you to:

Reduce a complex problem into a group of smaller simpler problems

Better structure your experience base and increase its value

Identify the key forces in play / drivers

Save energy by prioritizing and focusing

Guide and coach colleagues and clients

How do you create these forks?

You create good problem forks by:

Starting at 30,000 feet and zooming in

Realizing that there are different angles to look at a problem

Use your client’s language!

The sub-problems in an effective problem fork must be Mutually Exclusive, Collectively Exhaustive

A MECE problem fork helps you to see all aspects of the problem and only look at each aspect only once …

… as well as avoid missing a possible important part of the problem.

… and so avoid looking into the same thing twice…

Exercise 4

Problem definition and breakdown - In exercise 3 you have formulated some issues for Tanika.- Choose two of these issues and produce good problem

definitions.- For both problem definitions, please produce problem

beakdowns. Go at least two levels down.

Course program

2. Creativity techniques

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction




Client problem?



Generating ideas (1) : brainstorm

Suspend judgment - go for quantity, not quality

Start individually, then share

Build on others’ ideas or combine them

Generating ideas (2): Creativity templates

1. A second method for idea generation

2. Adds structure to the work

3. The templates are patterns in the content of new ideas

In essence, the template method replaces an open-ended divergent thinking task by an analytic convergent thinking task

Some templates and examples

1. Another dimension*2. Feedback*3. Merging*4. Remove tension*5. Segmentation*6. Taking out*7. The other way round*8. Turn lemons into lemonade*

An early hypothesis serves as a guiding light for you, your team and your customer

Use your experience efficiently Limit the number of analyses Make problem solving process transparent Focus on actionable recommendations

Hypothesis

Five tricks to turn problem forks into hypotheses

1. Judgment and experience

2. Intuition

3. Educated guesses

4. Involve your client

5. Be practical

It is important for both you, your team and your clients to have a clear hypothesis early on

For the client effort For you and your team

Helps clients understand the focus of the team and gives them opportunity for feedback (so avoids resistance to your recommendations at a later stage of the engagement)

Focuses attention on impact (as opposed to having an interesting conversation)

Reduces the analytical work by focusing only on areas that are critical, and impact the client

Helps you and your team to concentrate on the essence of the problem (move the mountain rather than kick the small stones)

Steps 1 and 2 summed up

Sub-problem 1

Sub-problem 2

Sub-problem 3

Sub-problem 4

Problemdefinition

Hypothesis 1

Hypothesis 2

Hypothesis 3

Hypothesis 4

MECE

Option 1AOption 1B

…

Option 2AOption 2B

…

Option 3AOption 3B

…

Option 4AOption 4B

…

Brainstorm Not guaranteed ME

Exercise 5

Hypothesis formulation- In exercise 4, you defined a number of sub-problems.- For two of those, please create a list of hypotheses- Use both the divergent and the convergent methods




Client problem?



Issue analysis asks the question:

What assumptions are we making that

need to be true - for this hypothesis to be

true?

Issue analysis: how to do it

Break down the assumptions - create issue forks -

like we created problem forks during the problem breakdown phase

The results of issue analysis will point us to the detailed analysis that needs doing in the work plan

Shape of the work planSub-problems Hypotheses Analyses Data sources End product Responsibility

and due date

CommentTricks

Six tricks to make good work plans

Do not wait any longer. This is finally analysis time

Revise, update and improve your hypotheses as you work through the data

Be specific about what analysis to do and the sources to useBe disciplined - deliver on time

Push detailed work plans out only 1-2 week ahead. Don’t write an encyclopedia (!!!). Keep it simple. Take piece by piece

Start early

Often

Specific

Milestones

Simple

Right order Prioritize the issue fork. It’s easier to handle and simplifies design of the work plan

Things to checkWhat

Facts

Findings

Recommen-dations

Hypotheses

Check the quality and validity of your work

Consistency of information Quality of data sources Reasonable assumptions Clear and organized backup and worksheets

Relative sizes of elements Sensitivity to changes in key variables Cross-check vs. relevant reference

Consistency of frameworks used (e.g., MECE) Logic flow vs. leaps of faith

Viability Impact if customer executes

Exercise 6

Issue analysis and work planning- For two of the hypotheses that you developed in exercise 5,

please produce an issue analysis- For one of the issue analyses, try out a work plan

Course program

1. Choice of recommendations

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Giving clear and actionable recommendations is an art form - here are four clues

Very seldom there is only one solution to a client’s problem – one solution can be a symptom of not enough problem-solving yet

1

It is vital to have a clearly defined filter when prioritizing between alternative solutions3

If you cannot explain the essence of your overall recommendation in 15 seconds, you still have more work to do

4

The best solution can sometimes emerge from combining elements of alternative solutions

2

Recommendations need to meet a number of criteria in order to be valid

Achievable

AcceptableAdeq

uate

Recommendations must be adequateAd

equa

te

Are they logically valid – if implemented, will they solve the problem?

Will they address the situation we were asked to address in our Terms of Reference?

Recommendations must be acceptable

Acceptable

How well would they fit with the client’s values and group’s culture?

To what extent is it in the client’s personal interest to adopt them?

How would we get the client into a state of readiness for them?

Recommendations must be achievable

Achievable

How clear is it what actually needs to be done? Has the organisation got the capability to implement

them – what support would be required? To what extent does the motivation exist to

implement – and what are confidence levels for doing so?

Prioritizing recommendations

Benefit

Diff

icul

t

E

asy

A

CB

D

Size of circle = Cost to

implement

Low High

Ease

of i

mpl

emen

tatio

n

Exercise 7

Making solution recommendationsBased on what you now know:- Make a list of some of your key recommendations- Prioritize this list, in terms of ease of implementation /

benefits

Course program

2. Structuredcommunication

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Structure your communication

Start withthe end

A pyramid of Why’s and How’s

« Necessary and sufficient »to carry the argument

Lead from the front– Hits the public with the answer first

– Organized by recommendation

Recommendation A

1st reason for A

Recommendation B

1st reason for B

Recommendation C

1st reason for C

Way forwardIntroduction

2nd reason for A

3rd reason for A … …

Supporting table in appendix

Storytelling

Developing a story: choosing a perspective Generic shapes of stories Five techniques of telling: what / when / time & cost Classic storyboarding

Creating powerful .ppt’s

1. Visuals, strip it down, headline

2. Language

3. Nonverbal communication: your own appearance, gestures

4. Voice

Rules of memorable communication

Keep it simple Use visual aids, not handicaps Two way communication is more effective

than one way Presentations are show business People remember stories Remember the WIIFM factor

Course program

3. Change management

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Roadmap

Change projects are always difficult and often fail

Three messages Create Buy-In! Deal with resistance

The fact of the matter is…

20%

63%

17%Not

successful Considered successful

Temporary successbut not sustained

Change programmes often start well… but usually don’t sustain the benefits

WHY?

Message 1: break it down

Changing.....Incremental Less difficultProjects

ProceduresStructuresStrategiesGoalsCulture Transformational Most difficult

Message 2: create dissatisfaction

C : (ABD)>X

whereC = change

A = level of dissatisfaction with the status quo

B = clear desired state

D = practical first steps towards desired state

X = cost of the change

Message 3:

1. Make sure that you are clear about the benefits that will arise for each of the stakeholders. This is where you need the completed stakeholder analysis.

2. Make sure you create buy-in for each individual - before you present to groups

How to deal with resistance depends on its cause

2.Unable

3.Unwilling

1.Unknowing

Resistance

• Re-framing• Persuasion• Negotiation• Confrontation• Sanctions

• Training• Support

• Communication

Re-framing model• Listen• Understand• Validate• Explore new perspectives

Exercise 8

Presenting to clientThomas has let you know that his team would like to hear what you have to say about Tanika. He has invited you to an informal briefing.

- His expectation is that you will share some of the recommendations that you have formulated.

- You may want to create « buy-in » for some of your recommendations.

- You may also use the meeting for any other purpose.

- Each team will present in the main room for 15 minutes. One team will be the winner.

Course program

6. Closure

2. Entry

3. Contracting

4. Diagnosis

5. Intervention

1. Introduction

Closure activities should include...

Extension or disengagement ? Transfer knowledge – handover Completion - draw a line Invoice!

Each party has a role to play

• Formally review results• Check sustainability• Arrange follow-up visits• Capture contact details• Final invoice

• Team ‘wash-up’ meeting• Give/get feed-back on

individual performance• Add experience to CVs

• Log the benefits achieved• Record ‘lessons learnt’ and

new tools and techniques• Write case study• Update systems/records

Closure

Client

People Firm

Permission for use as reference site

for future marketing

Collective action planning

1. Complete the Best Practice Manual2. Make it accessible to yourselves and to your

colleagues3. Use the tools and techniques. Each time you

use the BPM, post a comment 4. Keep adding to the BPM

Continuous professional development

Do it: it’s the one sure way to stay relevant and employed and increase your value to clients.

The Institute of Consulting (www. iconsulting.org.uk) offers a structured professional development framework to support professional development.

Also, clients are increasingly requesting evidence of professionalism from their consultants

Qualifications

Qualification is essentially about risk reduction: it reduces the perceived risk of using consultants who have obtained such a qualification.

A new set of professional qualifications will be available as from September 1st 2012. The CMC stays unchanged.

Three levels of qualification are available : Award, Certificate and Diploma.

Qualification requires f2f work + distance learning + self-study, and is followed by grading.

(elevationlearning is an approved center for IC training)

Example: Level 5, the AwardLevel 5 Award in Professional Consulting Learners must complete one unit to a minimum of 7 credits

Unit Name Credits Study hours Req’d

of which GLH

An Introduction to Consulting Essentials 8 80 30

Planning and managing consultancy interventions 8 80

The client relationship 8 80

Communication for consultants 7 70

Problem solving tools and techniques for consultants 9 90

Some good books1. Rasiel, Ethan M and Friga, Paul N, (2002). The McKinsey Mind. McGraw-Hill.

ISBN 0-07-137429-92. Rasiel also has published an earlier book, The McKinsey Way.3. Minto, Barbara, (1987). The Pyramid Principle: Logic in Thinking and Writing.

Pitman Publishing. ISBN 0-273-61710-9.4. Block, Peter, (2000) Flawless Consulting: A Guide to Getting Your Expertise Used

University Associates, Inc. ISBN 0-89384-052-1.5. Maister, DH, Galford, R, Green, C, (2002). The Trusted Advisor. Simon &

Schuster UK Ltd. ISBN 0-7432-0776-9.6. Markham, Calvert, (2007). Practical Management Consultancy. Croner. CCH

Group Ltd. ISBN 1-84140-329-67. The Economist Pocket Style Book, The Economist Publications Ltd.

Consulting skills

Career

Transcript of Consulting skills