Author: Maya Mehta

Some Jobs Aren’t Meant to Be

Posted on by Maya Mehta

So you’ve made the personal acknowledgements, expressed wants and given support, but you can’t help but think, “this isn’t working”. Some jobs just aren’t meant to be, and anyone who promises you a particular outcome is trying to sell you something. In this video, Peter explains why a critical point in the contracting process is to consider whether it is really in our best interest to move ahead with a project. In the end, you lost only one client, and it is just not good for business to take on low-chance-of-success projects.

[/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]

Cumbuca? What is it?

Posted on by Maya Mehta

This post on how growth undermines service is the third in our series that looks at what interferes with our capacity to serve, even in the face of our best intentions. It speaks to the industry as a whole, though both internal and external consultants will recognize the tensions between doing what is popular out of the words of top management and providing genuine service to a client. Future posts will get into other complexities that undermine our best efforts. Winding up the series will be some thoughts on what to do.

The growing marketplace for consulting services intensifies the complexities around the commercialization of our profession. For example, in the large accounting firms, consulting services used to be a second cousin—something done because the client demanded it or the consultants themselves got restless doing the more routine financial work they had been doing too long. The large consulting companies were primarily experts in a particular aspect of business, such as marketing, regulatory requirements, or technical innovation. Services aimed at and changing organization culture were not really on their radar screen.

Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.

The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.

Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.

The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.

The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.

Reengineering,  like the more current desire to be lean and agile,  is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.

When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.

 When we offer a service primarily because clients want it, we have chosen commerce over care.

The other consulting complexity exemplified by reengineering is a form of double-dealing––for example when force reductions are packaged as organization improvement. Who could argue with restructuring for the sake of the customer? Organizations went through a long process of interviews, redesign teams, and extensive selling and training for the new system when the real net result of the effort was the elimination of jobs with little real change in function or culture.

Clients have a right to expect us to decide whether what the client is willing to buy will deliver what the client really needs. If the client asks for a service that will not help, or may even be harmful, then when do we say no and turn away the work? It is a tough thing to do, especially for internal consultants. Clients also have a right to expect us to speak and act authentically. If our work is packaged and sold as something it is not, we betray trust and set the client on a path to harmful results.

 

4 Terrible Things Every Great Leader Does

Posted on by Maya Mehta

This post on how growth undermines service is the third in our series that looks at what interferes with our capacity to serve, even in the face of our best intentions. It speaks to the industry as a whole, though both internal and external consultants will recognize the tensions between doing what is popular out of the words of top management and providing genuine service to a client. Future posts will get into other complexities that undermine our best efforts. Winding up the series will be some thoughts on what to do.

[/et_pb_text][et_pb_text admin_label=”Text” _builder_version=”3.22.7″ text_font=”Open Sans||||||||” text_font_size=”18px” text_line_height=”1.8em” background_size=”initial” background_position=”top_left” background_repeat=”repeat”]

The growing marketplace for consulting services intensifies the complexities around the commercialization of our profession. For example, in the large accounting firms, consulting services used to be a second cousin—something done because the client demanded it or the consultants themselves got restless doing the more routine financial work they had been doing too long. The large consulting companies were primarily experts in a particular aspect of business, such as marketing, regulatory requirements, or technical innovation. Services aimed at and changing organization culture were not really on their radar screen.

Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.

The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.

Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.

The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.

The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.

Reengineering,  like the more current desire to be lean and agile,  is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.

When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.

 When we offer a service primarily because clients want it, we have chosen commerce over care.

The other consulting complexity exemplified by reengineering is a form of double-dealing––for example when force reductions are packaged as organization improvement. Who could argue with restructuring for the sake of the customer? Organizations went through a long process of interviews, redesign teams, and extensive selling and training for the new system when the real net result of the effort was the elimination of jobs with little real change in function or culture.

Clients have a right to expect us to decide whether what the client is willing to buy will deliver what the client really needs. If the client asks for a service that will not help, or may even be harmful, then when do we say no and turn away the work? It is a tough thing to do, especially for internal consultants. Clients also have a right to expect us to speak and act authentically. If our work is packaged and sold as something it is not, we betray trust and set the client on a path to harmful results.

 

The Leadership Question

Posted on by Maya Mehta

This post on how growth undermines service is the third in our series that looks at what interferes with our capacity to serve, even in the face of our best intentions. It speaks to the industry as a whole, though both internal and external consultants will recognize the tensions between doing what is popular out of the words of top management and providing genuine service to a client. Future posts will get into other complexities that undermine our best efforts. Winding up the series will be some thoughts on what to do.

The growing marketplace for consulting services intensifies the complexities around the commercialization of our profession. For example, in the large accounting firms, consulting services used to be a second cousin—something done because the client demanded it or the consultants themselves got restless doing the more routine financial work they had been doing too long. The large consulting companies were primarily experts in a particular aspect of business, such as marketing, regulatory requirements, or technical innovation. Services aimed at and changing organization culture were not really on their radar screen.

Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.

The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.

Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.

The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.

The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.

Reengineering,  like the more current desire to be lean and agile,  is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.

When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.

[/et_pb_text][et_pb_blurb _builder_version=”3.22.7″ background_color=”#e43d30″ background_layout=”dark” width=”80%” module_alignment=”center”]

When we offer a service primarily because clients want it, we have chosen commerce over care.

[/et_pb_blurb][et_pb_text _builder_version=”3.21.4″]

The other consulting complexity exemplified by reengineering is a form of double-dealing––for example when force reductions are packaged as organization improvement. Who could argue with restructuring for the sake of the customer? Organizations went through a long process of interviews, redesign teams, and extensive selling and training for the new system when the real net result of the effort was the elimination of jobs with little real change in function or culture.

Clients have a right to expect us to decide whether what the client is willing to buy will deliver what the client really needs. If the client asks for a service that will not help, or may even be harmful, then when do we say no and turn away the work? It is a tough thing to do, especially for internal consultants. Clients also have a right to expect us to speak and act authentically. If our work is packaged and sold as something it is not, we betray trust and set the client on a path to harmful results.

Training is Not the Answer

Posted on by Maya Mehta

Industry developments and reform make changes in the workplace inevitable, and training is the tool most often used to implement that change.

Many see training as a staple in the workplace that generates a common language among employees. The way that change is exhibited can contribute to the longevity and success of the organization. It is important that the stakeholders understand how to engage their peers and employees.

In the article, Training is Not the Answer, Block recognizes that most reform efforts are unsuccessful because of the format in which training is offered. Rather than allowing employees to have a say in training methods, top level management determines which programs will be beneficial.

Block says that the problem lies within the ideas that “Training is mandatory and top management with staff support knows what is best.” Training can only be truly successful when it gives employees the opportunity to create ownership and responsibility at the point of contact.

Instructing employees to follow new guidelines will not work unless they are given a voice to express their opinions. Only after we allow them to join the conversation to determine and understand their stakes in the organization’s success will sustained, effective change occur.

The Truth About Change

Posted on by Maya Mehta

This post on how growth undermines service is the third in our series that looks at what interferes with our capacity to serve, even in the face of our best intentions. It speaks to the industry as a whole, though both internal and external consultants will recognize the tensions between doing what is popular out of the words of top management and providing genuine service to a client. Future posts will get into other complexities that undermine our best efforts. Winding up the series will be some thoughts on what to do.

The growing marketplace for consulting services intensifies the complexities around the commercialization of our profession. For example, in the large accounting firms, consulting services used to be a second cousin—something done because the client demanded it or the consultants themselves got restless doing the more routine financial work they had been doing too long. The large consulting companies were primarily experts in a particular aspect of business, such as marketing, regulatory requirements, or technical innovation. Services aimed at and changing organization culture were not really on their radar screen.

Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.

The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.

Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.

The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.

The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.

Reengineering,  like the more current desire to be lean and agile,  is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.

When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.

 When we offer a service primarily because clients want it, we have chosen commerce over care.

The other consulting complexity exemplified by reengineering is a form of double-dealing––for example when force reductions are packaged as organization improvement. Who could argue with restructuring for the sake of the customer? Organizations went through a long process of interviews, redesign teams, and extensive selling and training for the new system when the real net result of the effort was the elimination of jobs with little real change in function or culture.

Clients have a right to expect us to decide whether what the client is willing to buy will deliver what the client really needs. If the client asks for a service that will not help, or may even be harmful, then when do we say no and turn away the work? It is a tough thing to do, especially for internal consultants. Clients also have a right to expect us to speak and act authentically. If our work is packaged and sold as something it is not, we betray trust and set the client on a path to harmful results.

 

Are You the Problem?

Posted on by Maya Mehta

In this short clip, Peter Block shares some tips on how to recognize and deal with personal resistance.

“If I’m a participant in the world I’m helping to create it,” says Block.

What does this mean? Block explains that if there is a dilemma amongst group members, internal customers or clients, you are a contributing factor to the problem. You must ask yourself, “How am I adding to the difficulty?” The cause of your inclusion could be due to a variety of things; your wish to please others, to have control, or even your self-doubt.

When directly addressing a problem with your client produces no results, Block suggests briefly stepping away from the meeting. This time apart will allow you to reassess the problem at hand and determine how you can individually help to fix it.

By taking time for self-reflection, recognition of your own personal resistance can be achieved.

Your Boss’ Boss

Posted on by Maya Mehta

Are you intimidated by your boss? Many of us are since we believe our future lies in their hands. It would be nice to break down the barriers that perpetuate this fear when getting an agreement about how we can work together. This is known as the contracting phase in Peter Block’s Flawless Consulting model.

In this short clip, Peter Block encourages us to be communicative and engaging in conversations between employees and bosses. When we are willing to take chances, there is much to gain – including less fear and more confidence. Not only in dealing with our boss, but with others above us in the organization. Remember, you are also dealing with your boss’s boss.

Cosmetic Reform: When the Disease Becomes the Cure

Posted on by Maya Mehta

This post on how growth undermines service is the third in our series that looks at what interferes with our capacity to serve, even in the face of our best intentions. It speaks to the industry as a whole, though both internal and external consultants will recognize the tensions between doing what is popular out of the words of top management and providing genuine service to a client. Future posts will get into other complexities that undermine our best efforts. Winding up the series will be some thoughts on what to do.

The growing marketplace for consulting services intensifies the complexities around the commercialization of our profession. For example, in the large accounting firms, consulting services used to be a second cousin—something done because the client demanded it or the consultants themselves got restless doing the more routine financial work they had been doing too long. The large consulting companies were primarily experts in a particular aspect of business, such as marketing, regulatory requirements, or technical innovation. Services aimed at and changing organization culture were not really on their radar screen.

Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.

The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.

Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.

The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.

The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.

Reengineering,  like the more current desire to be lean and agile,  is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.

When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.

 When we offer a service primarily because clients want it, we have chosen commerce over care.

The other consulting complexity exemplified by reengineering is a form of double-dealing––for example when force reductions are packaged as organization improvement. Who could argue with restructuring for the sake of the customer? Organizations went through a long process of interviews, redesign teams, and extensive selling and training for the new system when the real net result of the effort was the elimination of jobs with little real change in function or culture.

Clients have a right to expect us to decide whether what the client is willing to buy will deliver what the client really needs. If the client asks for a service that will not help, or may even be harmful, then when do we say no and turn away the work? It is a tough thing to do, especially for internal consultants. Clients also have a right to expect us to speak and act authentically. If our work is packaged and sold as something it is not, we betray trust and set the client on a path to harmful results.

 

Touchy Feely Crap

Posted on by Maya Mehta

Goals, quotas and deadlines. In our results driven world, what else do you have time to think of? The problem with focusing on an end result is that you miss the point of what your organization is trying to accomplish. If you are unable to connect with your team and come to a mutual understanding of your mission, nothing will ever get accomplished.

In this video, Peter talks about the importance of the “touchy feely crap” that can make some people roll their eyes, but why everyone needs to understand the purpose of a job beyond the end result. When you are working in a group, take time to make sure everyone recognizes the overarching “Why” in everything you do. Creating meaning for employees will inspire team members since they realize their work is creating value.