| With deference to Dr. Covey and his very popular | | | | get a new job, are downsized out, or whatever) you |
| Seven Habits of Highly Effective People (all habits | | | | have lost your leverage to help the organization. So, |
| that will make us better consultants!), here are eight | | | | remember to build a network of relationships within |
| skills that all of us as consultants can work on to | | | | your client organizations. Separating Process from |
| improve. This article will start with three overarching | | | | Content |
| skills, then describe five more specific skills to | | | | It is so important to maintain perspective while in the |
| consider in your ongoing development. One way to | | | | client organization. Clients will focus on the content |
| look at your total skill set as a consultant (internal or | | | | (of a meeting, the product, the outputs from your |
| external), is to consider your relative strengths in the | | | | study, or whatever), but if the process matters |
| three major portions of our work: designing "it", | | | | aren't attended to, outcomes can be compromised. |
| delivering "it", and selling "it". These three skills | | | | Working on your ability to step back and recognize |
| represent the complete package for a consultant, | | | | what is happening at the group dynamics and |
| regardless of what your expertise (your "it") is. | | | | interpersonal level will improve your success. Clients |
| The Complete Package: Designing "It" | | | | don't always know that they need this, but they will |
| This is our technical expertise. This is the "stuff" we | | | | almost always recognize that you "did something" to |
| learn in classes and through experience and practice. | | | | make things go better when you can point to, and |
| It is the front end of our work in most cases. While | | | | improve the process, while sharing the content of |
| we cannot underestimate the importance of these | | | | your work. This skill is often the key to additional |
| skills (and the need to continue to upgrade them), | | | | work or referrals. Socratic Questioning |
| we also can't be content if these skills are top-notch. | | | | Socrates is immortalized at least in part for his |
| They are not enough. Delivering "It" | | | | teaching approach of asking a line of questions that |
| This is the other mega-skill that many of us are very | | | | leads the student to discover answers for |
| comfortable with. Once we've designed our | | | | themselves. When you clients discover answers to |
| "product", we have to be able to deliver it. This is the | | | | their problems, rather than simply hear them from |
| skill set that is often most evident to our clients, or is | | | | you, they will own the answers. Their ability to hold |
| what we tell people we do when they ask us our | | | | onto the concepts, apply them, and improve their |
| profession. Again, this skill set is critical, but alone it | | | | situation will skyrocket. Improving your ability to help |
| isn't enough. Selling "It" | | | | them discover (through the use of Socratic |
| This skill, in my experience, is the one most often in | | | | questioning), is a critical, though often overlooked skill. |
| need of improvement. While many books have been | | | | Using more questions will cause you to lose the |
| written about this skill set, there is one key, which by | | | | feeling of power that you are providing the "right" |
| itself will improve your success in selling your work. If | | | | answer. But the client gains far more than you lose. |
| you will always focus on client/customer benefits, | | | | While you may feel like you are losing emotionally, |
| rather than product/process features, you will | | | | you win with the client, and probably strengthen your |
| improve your success immediately. Features are | | | | relationship with them too. Saying "No!" |
| components of your product or service. Examples | | | | Most of us need to improve our ability to say this. Of |
| include: o Sizeo Lengtho Speedo Number of moduleso | | | | course we can physically say it, (OK, just for |
| Your Experience People don't buy features they buy | | | | practice, say it three times right now - out loud!) but |
| benefits. All of us know this at some level, but | | | | we all know we don't always say it when we wish |
| seldom focus on turning the important features of | | | | we had! Improving your judgment on when to use |
| our offerings into true benefits. To assume that your | | | | this word will help you in three important ways, time |
| client/customer will figure out the benefit, is to lower | | | | management, happiness level, and client success. |
| your chance of selling your potential product oridea. | | | | Time Management Many of your time management |
| Some Specific Skills to Consider: Contracting | | | | problems stem from trying to do too much. When |
| This is another skill that requires a book to discuss | | | | people (clients, peers, anyone) ask you to do |
| well and which requires planning and practice to | | | | something that you don't feel you are best suited |
| improve. Getting clear agreements with clients up | | | | for, or don't really want to do, use your word! |
| front about what the work is, what the desired | | | | Happiness Level When we focus our energy on the |
| outcomes are, and what your role is, is what | | | | things we really want to or need to be doing (rather |
| contracting is all about. Relationship Building | | | | than just the things people ask us to do or we feel |
| Building relationships are important in all three of the | | | | we should do), we will be happier! Say it to help you |
| major skill areas. In designing, you need to build | | | | preserve and honor your priorities. Client Success |
| relationships in order to gain the organizational | | | | There are times that a client may ask you for |
| information you need to design effectively. In | | | | something ("We just need this [you fill in the blank]") |
| delivering you need to be able to have good | | | | that you know, or strongly believe is the wrong thing. |
| relationships with those involved, to lead to a more | | | | These are the times to step back and be genuine. |
| successful outcome. In selling, it's important to | | | | Help them understand your perspective, and focus |
| remember that selling is a relationship process. People | | | | them on the outcome, not the suggested solution. In |
| buy other people and believe in their ability to deliver. | | | | these cases, you might not be saying "no", exactly, |
| Having a focus on relationships is more than building | | | | but it is what you really mean! If you feel a team is |
| rapport, which can happen quite rapidly. Building | | | | ready for such a discussion, pull out this list of |
| relationships is long term focused and requires | | | | attributes and have a team discussion on how well |
| considerable commitment. Warning Building | | | | people feel their team is doing on each of these |
| relationships with individuals is important, but | | | | dimensions, the discussion can be enlightening and |
| recognize that if your focus is on only one person in | | | | help the team move its performance to even higher |
| an organization, when they are gone (get promoted, | | | | levels. |