Tag: internal consultant

If You’re not Experiencing Resistance, You May Be a Pair of Hands

Posted on by Charles Fields

We have very little resistance in our culture, Charlie.” came the statement from a participant. “We feel that our open collaborative culture promotes working together and so we just don’t encounter much resistance.”

I’ve heard those words in the Flawless Consulting Skills workshops. They come from a mindset – strategy or approach – that staff or service groups develop toward internal consulting. This mindset believes:

  • The customer (client) is always right.

  • Our client is in management and they know what they want.

  • Our job is to serve…to respond to their requests.

  • We do not question the clients plans.

  • We avoid disagreeing with the client since it could be seen as a challenge to the client’s authority.

  • Our goal is to make things work using our expertise, our special and unique knowledge.

With such an approach, internal consultants often minimize their wants, skip Discovery & Feedback phases, and move quickly to Implementation. In Flawless Consulting, the name for such a mindset is the “Pair of Hands Role” in which the Internal Consultant takes a passive, transactional role deferring to the judgment and wishes of the client.

The upside of such a role is that decisions come quickly, implementation is fast, the Consultant knows what to do, and conflict is avoided. The hope is for a successful outcome based on the client’s plan. It fits into the work smarter and harder pressures of today’s world.

The downside is that the Consultant assumes the client has correctly identified the situation and its solution. Such an assumption may impact the Consultants’ credibility and reputation if the client is wrong. Also, the Consultant may be under-utilized offering little to identifying the situation accurately or generating ideas for an effective solution. Over time, the Pair of Hands approach can lead to the Internal Consultant being seen as low value added.

The most severe consequence comes when we don’t have a real problem or implement the right solution. This costs time and money in rework and damages our credibility.

The Pair of Hands role is a choice based on a mindset wanting to serve and please our clients. It’s not good or bad, right or wrong. Like every choice we make, it has consequences. Knowing those consequences before we make a choice is helpful.

So little or no resistance from the client may be a sign that we’re operating as a Pair of Hands. If we want to change that, we need to change our conversations. The “Contracting” meeting from Flawless Consulting describes that new conversation and helps build the skills needed to move toward a real collaborative role and a real partnership.

I’ll leave you with something to think about.

“What is my approach (mindset) to working with my clients and what are the results we’re getting?”

I’d love to hear your stories. Drop me a note. Let me know how it’s going

CONSULTING COMPLEXITIES: Our Love of Leadership

Posted on by Peter Block

This post on how our love for leadership ultimately undermines consulting effectiveness continues our series looking 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 and providing genuine service to a client.

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We have been in search of leaders since the late seventies. Before that, we were in search of managers. We now have a leadership development industry fueled more by training and presentation than by consulting. The industry is led by authors and ex-chief executive officers who, in many cases, have found more meaning teaching leadership than providing it. The headliners come not only from private industry, but also from politics, sports, and the government.

The high end of the leadership industry is really a seminar and workshop business. At the top, the pay is good, the hours are reasonable, and the expectations are pretty low. No one asks about the financial return to the organization as the result of a celebrity presentation. They just wish the celebrity could have stayed around longer.

The number of leadership sessions offered within companies and as public conferences keeps growing. I have even been the beneficiary of this trend.

One large company required a week of training for the top two thousand executives. Forty sessions ran for fifty executives at a time. Monday was globalization, Tuesday was finance, Thursday was product innovation, and Friday was a talk with the top. Wednesday was a day on empowerment, and I had written a book on the subject. So I showed up as the centerfold of the week and talked about creating an empowered workforce, a subject of greatest interest only to myself and those sitting in the back of the room who sponsored the program. The empowerment interest has now been converted to agility, innovation, and thinness.

Though some of the participants seemed somewhat engaged in what they were learning, most were going through the motions—there only to get their ticket punched. When I finally withdrew from the program, I received from the support staff a special goodbye present: a t-shirt with a slightly cynical message on it about the true impact of the effort.

The consulting complexities built into working with clients on leadership development is that the effort holds on to the belief that organizations are the creation of those who run them. Training the organization’s leaders becomes the centerpiece strategy for improving it. In fact, there is little evidence that training leaders has any impact on organizational change, and there is little accountability for the investment made in leader training.

This is in sharp contrast to the way training at lower levels is scrutinized. Train supervisors for two hours a week for six weeks and we are asked to defend the investment. Send the top management team to a university for four weeks, and the question of value received is limited to asking the participating managers whether they liked the program. Four weeks in Cambridge, Charlottesville, Evanston, Palo Alto—what’s not to like?

The ethical challenge for internal and external consultants alike is how best to serve the client without colluding in what is essentially a form of elitism, perpetuating the notion that organizations will forever live in the shadow of its leaders.

Why We Say Yes When We May Want to Say No

Posted on by Beverly Crowell

The phone rings on a Friday afternoon. It’s a key internal client and he’s got a problem. The urgency in his voice rings as someone who wants help, wants it now and wants it from you as a trusted and respected consultant in the organization. Recognizing the need to move fast, you set up a meeting for first-thing Monday morning.

You arrive at the meeting ready to explore how your client sees the problem and understand more about his expectations of you. What you learn is concerning. The client is ready to jump to a solution and wants to jump fast. Why? He’s already figured out how to fix the problem and wants you to do it for him …now.

At Designed Learning, we know this story is the real deal and a real issue.  It’s especially true for internal consultants who feel challenged with telling a client “no” when you know they want to hear “yes.” In working with our consultants around the globe, we’ve asked them, “Why do you say ‘yes’ to your client, when maybe you should say ‘no?’”

Here’s what we’ve heard:

  • I need the project in order to survive or get ahead, I have quota to fill.

  • My boss has high expectations of me.

  • I feel an obligation to my internal clients to help and do what they want.

  • It’s a great opportunity to get my foot in the door and establish my reputation.

  • It’s the way consulting has always been done.

  • It’s my job.

Saying “yes” when we should say “no” creates the opportunity for hurried contracting and a shotgun diagnosis of your client’s problem at hand.

Should you make it to the implementation of your solution, it’s the breeding ground for even more problems and less than desirable results. While saying “no” is never easy, it may be the only way to solve the client’s problem so that it stays solved and enables them to solve similar problems in the future.

So, how do you say “no” when you know your client wants you to say “yes?”

At the heart of Flawless Consulting is the mindset of authenticity and compassion. When we are authentic as consultants, we are direct and put into words what we are experiencing, and we do so compassionately by considering the client’s point of view. We strive to be a model for the way we want the organization to be and, as such, we commit to not rushing to get it done. Instead, we challenge ourselves and our clients to complete the various phases of consulting and deal with resistance as it comes along.

At the foundation of Flawless Consulting is the preliminary phase of Entry and Contracting. It is here where the consulting relationship is established and consultants have the best leverage for establishing a collaborative partnership with the client so that a “no” does not have to become a “yes” if it’s not in the best interest of the client, the consultant, or the organization. As part of their initial contracting meeting with clients, Flawless Consultants explore how their clients see the problem, whether they are the right person to work on the issues, how the client’s expectations are aligned with their own, and discuss how best to get started.

If expectations are not aligned, we may experience the harsh reality of a client fearing the loss of control, making a commitment, or being vulnerable to something new that does not represent their initial ideas. Instead of taking it personally or caving in with a “yes,” Flawless Consultants want resistance disclosed, exposed, understood and supported. If our clients are direct about their concerns and take responsibility for the difficulties they are having, our belief is that we, the consultants, can more easily support them in their struggle and help them find ways to improve their situation.

Unfortunately, even the best efforts can and will be derailed from time to time. For internal consultants, the boss may have expectations of you that you cannot fill. You may feel like you never can say no or that it’s your job to convert very difficult clients. If this is you, try having a contracting meeting with your boss. Consider what you think your boss wants from you and detail what you want from your boss. Then, schedule some time to discuss your stated or unstated wants, assumptions and expectations. The clarity of understanding and agreement with your boss will directly affect your ability to be flawless with your clients.

“Working in organizations means we are constantly bombarded by pressure to be clever and indirect and to ignore what we are feeling in the moment,” explains Peter Block, author of Flawless Consulting. “Flawless consulting offers the possibility of letting our behavior be consistent with our beliefs and feelings and also to be successful in working with our clients.”