Last month we discussed three of the most common organizational challenges we encounter as consultants. The three organizational challenges we discussed included ego imbalance, weak collaboration and limited transparency. As consultants, the real challenge is not in assessing these organizational handicaps as they are easy to spot. The real challenge is successfully navigating the land mines they may lay in our path, and having the insightful influence strategy needed to help our clients overcome them. Sometimes it is the consequences of these organizational challenges that result in the need for our services. Consequently producing high quality technical delivererables may correct the immediate need but have little to no impact on the root cause.
When we have the opportunity to skillfully address both symptom and cause, we find our greatest value as consultants.
- Do you have any examples where you have assessed these organizational challenges and been able to make a difference in helping your client overcome them in some manner?
When entering a new engagement we must assess the organizational landscape beyond our technical abilities. Part of our effectiveness as consultants is our ability to interpret the environment in which we operate in our assignment.
What are the top three organizational dysfunctions that we are most likely to encounter when we go into a new engagement.
Three things to consider:
- Ego Imbalance: When arrogance and power or fear and insecurity are excessively driving behaviors. Seeing through this lens and understanding this landscape can help us determine the most impactful influence strategies and avoid many landmines in how we are relating to our clients.
- Ineffective Collaboration: It’s really important to understand how our client collaborates (makes and communicates decisions) in their environment. Assumptions in this regard can be very costly.
- Lack of Transparency: Inclusive communication is key, especially the pipeline from shareholders to stakeholders. Transparency increases buy-in and teamwork. Transparency produces stakeholders.
Are there common issues that you’ve experience or observed when entering the new environment? What other advice would you offer to your fellow consultants?
The right mindset and a strong focus on the work at hand will make for a smoother transition from the corporate world to the consulting world. There are also a few key factors that can make this transition better for both the consultant and client.
- Discovery: Conduct an environmental assessment (observe carefully, then quickly map the decision making, problem solving, collaboration and communication culture of your client)
- Alignment: Listen 50% more than speaking; recognize how you need to adapt your approach to be influential; define boundaries associated with the best approach to client relationship building
- Execution: Not just fitting via silence but intentionally combining what you’ve learned from your assessment with influence strategies that lead the client in the right direction and at the same time build confidence in your ability to advise them well.
Defining Roles and Responsibilities
With each client, there will be different practices and parameters of the job. When you clarify what you’ll be delivering and what the client’s expectations are, then it will be easier to communicate and work together. Learn more from this Forbes article
Knowing How to Think Before You Do
As a consultant, thinking before doing can help you create better solutions and understanding of the client’s issues. Next time, before you jump in, try a little extra thinking before accomplishing the task at hand.
Earlier on the blog we talked about “house” rules (You’re in MY House Now) when entering an engagement and how important it is to proceed with caution until the client feels comfortable with you in their environment. But what about before you enter an on-site engagement?
Prior to entering the engagement, you may or may not know the project manager on the engagement and that could cause some disruption if a unified stance is not taken. The unified front will form the consultant team together, whether they are working in the same work stream or not. For example, working together on the front-end of the engagement by exchanging information the night before or after hours can help support creating a common goal and smooth out issues while working with the client. This could help build the communication even if you are working on different work streams. If your team is better prepared, then you will appear as a well-oiled machine to the client.
- Do you have any tips for entering an on-site engagement?