Consulting Flashcards
internal consulting/consultants
direct employees of the organization that they consult for; pros: usually have a deep understanding of the company - can lead to better strategy implementation, trust and rapport have already been established - internal consultants are more commonly used in highly confidential work, can rely on existing relationships for effective communication and data collection, can oversee/guide strategy implementation after making recommendations; cons: existing relationships can also be a source of tension or resistance from colleagues, can encounter trust issues based on the fact that they are fully employed by their client - can create possible biases, organizations that utilize internal consulting are limited to in-house talent/ideas
external consultants
contracted by various clients/organizations to consult for; pros: seen as more independent by clients and employees of the client - perceived to be less susceptible to biases b/c of the lack of existing relationships within the organization, have a broader business perspective and a wide range of experience; cons: tend to be more expensive than internal consultants and take longer periods of time to finish projects/cases
ethical issues
ethical principles TO FOLLOW in consulting: do no harm, only assume responsibilities within your training and experience level, practice veracity (a commitment to honesty), practice fidelity (loyalty to a client/keeping their best interest in mind), prioritize justice and fairness when making decisions, treat all people equally, maintain confidentiality; ethical violations TO AVOID in consulting: damaging reputation(s), breach of contract, sexual misconduct, breach of confidentiality
360-degree feedback
an evaluation system that collects anonymous feedback from a variety of sources about an employee of an organization in an effort to present thorough and well-rounded feedback to the employee being evaluated; anonymous feedback is drawn from the employee’s supervisors, subordinates, colleagues, and also the employee themself; also called multi-rater feedback or multi-source feedback; if you are presenting the results to the employee, it is important to come prepared - the employee may reject the feedback and have many emotions in response
consulting life cycle
entry, contracting, data collection, feedback to client, defining the problem, implementing the solution, evaluating, termination/data gathering
collecting data
method 1: observation - observers can choose to interact with the subjects or remain unobtrusive depending on their needs, requires a natural state for observation, this can be difficult if subjects know they are being observed; method 2: survey - source of mostly quantitative data but can also provide qualitative data, can conduct analyses of quantitative data to detect trends and develop a larger picture of the results; method 3: interview - source of qualitative data, can be focused or open ended - depends on the needs of the interviewer or researcher, important for the interviewer to establish trust and build rapport with the interviewee to get the info they need; method 4: focus groups - qualitative data, commonly used to expand on quantitative data - tells why and how something happened, group dynamics can be a factor
feeding back to the client
preparation - organize the data, use a model or graphic, balance positives and negatives, ensure it is clear and constructive, speak in their language, make it usable and understandable, prepare FAQs; feedback needs to be - pertinent to the situation, behavioral, accurate and valid, timely, targeted, manageable, stimulate action; feedback meeting - know the data, norms, and comments, don’t collude, don’t be evaluative, keep the client focused, share your diagnosis: “what I hear people saying is… this is a strength”, “some people are saying that…this needs to be addressed”
defining the problem
steps: look at the presenting problem, develop a hypothesis (needs to be tested and revised, needs to match the facts and account for the majority of the data), present assumptions (statements about the situation which we believe to be true - including money, time, people, etc.) - help us to understand the situation and ensure thoroughness of our approach, keeps focus on the problem, reflects what is important in finding a solution, discover the “real problem”; levels of problems (with examples): 1. individual - motivation, personality conflict, career development 2. team - expectations, objectives, communication, conflict, leadership 3. department/organization - structure, training, leadership, change; McKinsey strategy for defining the problem - the “problem” is not always the problem (presenting problem may not actually be the real/true problem), every client is unique, don’t reinvent the wheel, make sure the solution fits the facts and the client, at times, let the solution come to you
implementing the solution
steps: define the mission and vision, establish the goals and objectives, determine the strategies, establish the implementation team, determine the measures of success, define the steps, list the key activities, set the “way points”, implement
evaluating
use the following 5 evaluation levels: 1. gauge reactions - get immediate reactions, can use “smile sheets” 2. measure learning - measure knowledge, skills, and attitudes changed or acquired as a result of the program, measure ability to apply techniques, principles, and facts to job relevant situations, can use pre and post tests 3. allow for transfer - determine whether behavior changed on the job, can use control groups 4. analyze business results - consider absenteeism, job satisfaction, complaints 5. determine ROI (if applicable) - consider sales, time, expenses, employee retention, productivity, and customer satisfaction
data gathering or termination
preparation: ask “have all issues been addressed?”, “has the vision been achieved?”, “is it necessary to cycle back?”; starting disengagement: turn the project over to internal employees, suggest reduction of your time and budget, provide support and determine an end point, avoid premature disengagement, disengage gradually; letter of termination: specify it is a letter of termination and give a reason (reason may be “conclusion”), list accomplishments, congratulate and thank the organization, obtain permission to use compliments in testimonials, include final invoices; finalizing disengagement: plan the transition, maintain a long term relationship, ask for a reference letter/referral, recognize and deal with over-dependency or over-reliance if necessary
navigating organizational politics
check your personal life at the door and keep relationships at the office on a professional level; if you are asked to do something that you know to be wrong or illegal, consult your manager; consultants are held to a higher standard than the employees of our client; some clients are only comfortable if they see you working in the office everyday - working from home is a privilege and earned; don’t say anything in public that you wouldn’t be comfortable saying directly to the client - you never know who is listening; never comment on sensitive matters such as age, race, religion, gender, disability, or sexual orientation; keep a record of all communications
leadership style
assertive - individuals clearly state their opinions and feelings and firmly advocate for their rights and needs, use “i” statements, feel connected to others, feel in control of self, recognized as a positive leadership style; dismissive - can make employees feel as though they don’t matter, very un-motivating, recognized as a negative leadership style; not ready for feedback (feedback resistance) - reasons/excuses for rejecting feedback: “my job makes me that way”, “they have it in for me”, “I used to be like that but I changed recently”; remember SARAH when anticipating how people may react to feedback (shock, anger, rejection, acceptance, help)
common pitfalls in consulting
not listening (to the client or anyone providing info), entering with preconceived notions, speaking in tongues/using jargon, not understanding the business (industry or specific organization), failing to maintain confidentiality, failing to be realistic with what you can change/do, not sharing info with clients, discussing personal problems, not saying NO when you cannot address the problem, not admitting you don’t know the answer, over-billing clients
