Consulting on the Inside

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1 Consulting on the Inside A Practical Guide for Intenal Consultants Copyright 2000, 2006, 2011 Barnes & Conti Associates, Inc. and David ASTD.L. ALL Francis, RIGHTS Ph.D.RESERVED. ALL RIGHTS COI-809-WB RESERVED. MI-300-SL (08/24/11) (08/24/11)

2 Objectives 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 Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 2

3 What are the key challenges for you in your organization? Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 3

4 What is a Consultant? A consultant uses... Expertise Influence Personal Skills To facilitate... Without formal authority to implement recommended actions A Client Requested Change Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 4

5 Choosing a Role Process OR Expertise Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 5

6 Classic Consulting Roles Consultant Role Doctor: Expert: Pair of Hands: Diagnose Make recommendations Provide expertise and solve the problem Use specialized knowledge to achieve client s goals Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 6

7 Traditional Organizational Change Roles Consultant Role Change Agent Process Consulting Partners with client Serves as catalyst for change Partners with client Insightful systems observer Asks astute questions Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 7

8 Emerging Consulting Roles Consultant Role Partners with client Performance Consultant: Change Leader: Trusted Advisor: Systems focus Supports performance improvement Guides and drives change process Advocate and project leader Sounding board Confidant Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 8

9 Challenges for Internal Consultants Organizational Challenges Interpersonal Challenges Intrapersonal Challenges Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 9

10 Building Your Practice Setting the Stage at Hiring Building the Relationship Confidentiality Competencies for Success Becoming a Business Partner Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 10

11 Contact The Process of Consulting Evaluation and Learning Agreement Implementation Information and Assessment Change Targets and Transition Strategies Feedback Seeking Alignment Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 11

12 . Contact Phase Seek an understanding of the client s organization or business need. Lay the foundation of the consultant-client relationship. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

13 . Agreement Phase 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. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

14 . Information/ Assessment Phase 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. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

15 . Feedback Phase Provide the client with the information or data. Seek acceptance or ownership of the data. Offer a consultant s analysis or interpretation. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

16 . 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. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

17 . Change Targets and Transition Strategies 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. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

18 . Implementation Complete the intervention by providing guidance, coaching, facilitation, and leadership to implement the planned change. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

19 . Evaluation and Learning 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. Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

20 . Influence Tactics INQUIRE TELL ENLIST FACILITATE SELL LISTEN NEGOTIATE ATTUNE DISENGAGE Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

21 . Receptive Influence Behaviors I N Q U I R E Ask Open-ended Questions Draw Out F A C I L I T A T E Pose Challenging Questions Clarify Issues Disclose Identify with Other Check Understanding Test Implications L I S T E N A T T U N E Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

22 . Expressive Influence Behaviors TELL Suggest Express Needs ENLIST Encourage Envision Offer Reasons Refer to Goals and Benefits SELL Describe Consequences Offer Incentives NEGOTIATE Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

23 . Influence Goals Goal: How I will know that I have succeeded Criteria for an effective influence goal: Flexible Observable Challenging Useful Supportive Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

24 . Constructive Negotiation Process Finishing Closing Infrastructure Framework Foundation Blueprint IMPLEMENTING CONTRACTING REVIEWING OPTIONS IDENTIFYING NEEDS ESTABLISHING EXPECTATIONS PLANNING Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

25 . Stages of Internal Consulting Careers Student Apprentice Practitioner Coach/Mentor Master Copyright 1994, 2011 Barnes & Conti Associates, Inc. ALL RIGHTS RESERVED. EI-100-SL

26 Self Management Issues For Internal Consultants Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 26

27 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. Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 27

28 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. Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 28

29 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. Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 29

30 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 Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 30

31 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) Copyright 2000, 2011 Barnes & Conti Associates, Inc. and ASTD. ALL RIGHTS RESERVED. COI-809-WB (08/24/11) 31

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