Consulting skills

Robert Fonteijn
 Three jobs
 Recent work I am especially
proud of
 A background in industry and
consulting - in many countries

Elevation Learning
 Formed 1989
 Competence development for knowledge based
businesses: consulting as well as (mostly tech-
driven) industrial companies
 Sister company GreySpace: consulting to
knowledge-based businesses
 We are Glocal
 Voted “Most Outstanding Training Centre” by
Institute of Consulting in 2009 and 2010

The CONSULT process
ClosureInterventionDiagnosisContractingEntry
Pitching
Developing
a proposal
Working
with client
Following
up a lead
Selling
Delivery

Course program
1. Introduction
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
6. Closure
 Situation appraisal
 Handling meetings and Influencing
 Developing terms of reference
 Working in teams
 Client handling
 Problem solving
 Creativity in creating solutions
 Choice of recommendations
 Structured communication
 Change management

Your own learning priorities
“What would enable you to make a real difference
in one of your client relationships right now”?
Please discuss in your table groups any additional,
very specific things you want to learn during this
training.
In 5 minutes, each table will be asked for their
learning priorities.

The “contract” – mutual expectations
 Timekeeping
 Mobile phones and laptops
 The use of English
 Diversity
 Feedback

Roadmap of this session
 What is a « business »
 Distance
 Different types of consulting
 Getting involved downstream
 Opening up
 Levels at which we work
 Value
 A portfolio of roles consultants play

Thinking about a « business »
Source: Business Model Generation
Customer
segments
Value
proposi-
tions
Customer
relation-
ships
Channels
Key
activities
Key
capabilities
Cost structure Revenue streams
Key
partners

Consulting is delivering specialist skills
in a client environment
The Business
Organization
Consultant

Different types of consulting
Strategic Mgt Technical
Degrees of
freedom
High Low
Form of problem Ill-defined Well-defined
Nature of
solution
Not bounded Bounded
Focus On process On precedent

Elixir Your client Your client’s
customers
It’s about helping clients think about the best way to translate
Elixir’s capabilities into competitive advantage
Getting involved with end users
Your client’s
people

Consulting has its own sales process
A demand-driven sales process
opens up to define the offering,
before closing down
A supply-driven sales process
starts with an offering – so it
focuses from the start on closing
down

Different levels on which we work
The ends the client is
trying to achieve
The problems that stand
in the way of the purpose
being achieved
What must be done to
solve the problems
How to put the solutions
in place
Purpose
Issues
Solutions
Implementation

The Benefits Matrix
Think about the
various
categories of
benefits that
Elixir can
deliver.
Financial
Short term
Non-Financial
Medium term

Categories of benefits
1. Financial vs non-financial
2. Tangible vs intangible
3. Short-term vs long-term
4. Direct vs indirect
5. Business vs personal
6. Fixed vs variable
PS: all of these can be quantifiable or not

Different roles consultants can play
Valuable Resource
Subject matter expert
plus a linked field
Subject matter
expert
Trusted Advisor
Breadthofbusiness
knowledge
Depth of personal relationship
Source: David Maister – The Trusted Advisor

Course program
1. Situation
appraisal
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Stakeholder analysis
What do they want
to happen? Why?
Who are the key people
involved in this?
Their degree of
influence?

What sort of things people want to happen
 “PECOT”: political, economic, commercial,
operational and/or technical
 Often, business needs are a mix of these five
categories
 Expressions of needs, pain and/or concern are
often linked to the level in the organization we’re
dealing with: professionals, managers or CxO

Top team STRATEGY - Margins
- Market share
- Customer satisfaction
Middle
Management TACTICS Cost
Professionals OPERATIONS Performance
What’s on their mind?

The Pain Chain
In an organization, everything is dependant on everything else.
Pain chains are pictures that show:
1. The key players and their pain,
2. The reasons for this pain, and
3. The impact of this pains on others.
Why would this be of interest to us ?

Issue analysis = asking a simple question
What worries me
in this situation?

Template for the exercises
1. Preparation is done together in groups – either in
the main training room or in breakout.
2. Some exercises involve meetings and role play.
3. Each exercise is followed by feedback and
recording of the main learning points. These
points will be bundled into an Elixir “Best Practice
Manual”.

Exercise 1
Issue analysis
You have read the Tanika case study as part of your pre-
course work.
1. Make a list of issues that you are worried about (10’).
2. Categorize these items in a way that makes sense to you
(5’).
3. Report back on your work and share any questions you
have about issue anaysis.

Course program
2. Handling
meetings
and Influencing
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Why clients choose consultants
People
Sector experience
Functional experience
Existing relationship
Price
Brand
Other
Source: IMC/Penna survey

Consequences:
 In consulting, you cannot separate the product
(the solution) from the deliverer (the consultant)
 So, you must be very professional in all the
interactions that happen during a project
 Let’s explore the most usual interaction:the
meeting.

Meetings: Nine objectives
Fall back Realistic Stretch
Giving and
receiving
information
Progressing
the work
Building the
relationship

The default agenda
1. Greeting
2. Pleasantries
3. Bridge to business
– background
– purpose and brief
agenda
– time check
4. Meeting specific
– agenda items
5. Next steps
- summary and actions
- back to pleasantries
The 3rd part: 10% of the time
The 1st part: 10% of total
The 2nd part:
80% of the time

The first part of a meeting
1. Introduction
2. Pleasantries
3. Purpose
4. Time check
5. Agenda

You never get a second chance to make
a first impression
38%
55%
7%

First impressions
1. People hold on to them – and seek to reinforce them
2. Look contemporary and appropriate. Look like an
expensive external
3. Treat people as if they are your peers
4. Put the other person at ease. Speak in level, clear voice,
ask questions, listen
5. Once a good impression is made, try and find ways to
show you can deliver against it

During meetings
1. Probe
2. Take notes
3. Summarize

Improving your ability to influence requires judging
how best the other person will be influenced...
by being liked:
attentive and helpful?
by your professional
credibility and authority?
by providing logic
and data?
... and adapting your style to the situation
?

Influencing skills that work
 Rapport
 Ask for what you want
 Saying “No
 Active listening
 Asking questions
Source: Jenny Rogers, Coaching Skills

“Rapport”
 Be non-judgmental
 Match – find things you have in common
 Pace someone’s reality – speak at the same
pace and pitch as they do
 Focus on understanding things from their point
of view

Listening skills
Four pieces of advice
1. Let go of your own agenda
2. Focus on the speaker
3. Encourage the speaker
4. Discuss the content, summarize and
demonstrate understanding

Effective behaviors
Listen
Ask
Absorb
Understand
Opening
Talk
Tell
Explain
Defend
Pull
Closing
Push
Increase rapport Decrease rapport

To persuade clients, you need to talk in
terms of the WHAT and WHY
HOW
Consultants are often
most interested in the
means (the HOW),
but clients are more
interested in ends (the
WHAT and the WHY)
WHAT
WHY

An international perspective
Relationship-focused, versus…
Business depends on building good
relationships
Deal-focused
Getting the job done is the most
important criterion
Formal, versus …………………..
Relationships are formal and respectful
Business style is top-down
Reporting lines are strict and respected
Informal
Relationships are casual
Style is egalitarian
Matrix system
Timekeeping, scheduling and long-term
planning are central
Crisis management, lack of
punctuality, flexibility
Reserved, versus ……………….
You do not show emotion
Expressive
You are expected to show emotion

Exercise 2
The first meeting
You will now prepare for a meeting with Tanika’s CEO, Thomas Keranen.
In reality, such a meeting would be scheduled to last for at least an hour. In
this course, you will only play the first 10 minutes of the meeting. So do
not hurry through your agenda!
- You will prepare together in your groups.
- Two of each group will play consultants. The others will play observers.
- The observers will lead the short feedback session that you will hold in
your breakout room.

Course program
1. Developing terms
of reference
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Difficulties occur mainly because of a
mismatch of expectations
 What is to be covered - the scope?
 What is the client going to get - and when?
 What are the respective responsibilities of consultant and
client?
 How is the engagement to be managed - e.g. progress
review meetings
AND
 What are the unwritten expectations of this client?
Be clear about:

There are certain things which need to
be clear between consultants and client
Why - the
client
objectives
What - the
assignment
objectives
How -
the means
The client context
Who is the client?
What do they want to happen?
Scope
The areas of concern
to be addressed
Outputs
The deliverables
to the client
Approach: The method to be used
Program of work: How this works out in real
time
Resourcing: from client as well as consultancy
Management: how the project is to be managed

Exercise 3
Terms of reference
Following the meeting with Thomas, please draw up terms of
reference:
- Define who is the client
- Select a shortlist of issues
- For each issue, formulate a deliverable
(Do not discuss the « How » at this stage)

Course program
2. Working in teams
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Teamwork in consulting: 3 comments
1. Without teamwork we cannot be successful
2. We are part of a multitude of teams
3. Stress levels in our work are high
Why ?

Key challenges for teamwork in consulting
 We lack power
 We are often squeezed between the firm and the
client
 We are who we are
 Clients make our lives difficult
Stress levels are high

Course program
3. Client handling
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Seven vital signs
of a healthy project and client relationship

Seven vital signs
1. Stakeholders are committed
2. Business benefits are realised
3. Work and schedule are predictable
4. Project team is high performing
5. Scope is realistic and managed
6. Risks are mitigated
7. Team member benefits are realised

Vital sign 1: Stakeholders are committed
• Executive incentives tied to project
results
• Investments are made in change
management and training
• Stakeholder management plan in
place and fully implemented
• No executive sponsor visible
• People resisting or even
sabotaging efforts
• More energy put into resisting
than supporting ideas
• No “experts” available
Unhealthy signsHealthy signs
Actions
Stakeholder management plan is fully implemented and maintained
The right sponsor is appropriately engaged
 Regular Steering Committee meetings are being held, decisions and
actions are being taken in a timely fashion and are effective
All appropriate stakeholder groups are effectively represented

Governance and project team should be fit-for-
purpose and stakeholders managed proactively
Project team
Steering group
Stakeholders and key users

Vital sign 2: Business benefits are
realized
• A compelling reason exists to
implement
• Focus on best net downstream
benefits, not just cost
• The expected benefits are measured
and shared
• “Why are we doing this ?”
• “This is costing too much”.
• Focus is on executing the plan,
not achieving benefits.
Actions
The business case is clearly and convincingly articulated
The solution will appropriately support the desired outcomes and
costs
The quality of work products is appropriate
Benefits tracking is ongoing and meaningful

Vital sign 3: Work and schedule are
predictable
• Everyone gives the same definition
of deliverables
• Good evidence and sense of control
• Slippage happens only when
predicted, and is readily dealt with
• Can’t describe what finished
means
• Uncontrolled - poor plans,
controls, tracking mechanisms
• Slippage comes as a surprise
Actions
Project plan is accepted and used, and there is confidence in
progress report accuracy and estimates to complete
Milestones and deliverable acceptance criteria are accepted
Approach is appropriate and followed
Appropriate resources are scheduled

Vital sign 4: Project team is high
performing
• Individuals and groups are
supporting each other
• Energy is high and positive
• High levels of collaboration
• The team is diverse
• The tension can be felt
• Low energy and enthusiasm
• Turnover is high
• Working conditions are poor
Actions
Appropriate breadth, depth and calibre of skills are engaged
Morale, motivation, energy and collaboration across teams are high
Environment and facilities support productive and effective teamwork
Roles and responsibilities are clear

Vital sign 5: Scope is realistic and
managed
• Evidence of ongoing healthy
challenging and negotiation
• Active issues log on scope items
• Written agreements and work
statements regularly reviewed and
updated if needed
• Scope is seldom challenged or
discussed
• Scope issues and problems
brushed off
• Scope issues are not tracked in
writing
Actions
Scope management plan is implemented
Organizational, systems, and geographic boundaries are defined
Scope exclusions/assumptions are clear
Proposed/agreed changes to terms are appropriately reflected in
costs, schedules and responsibilities

Vital sign 6: Risks are dealt with
• Documented plan is executed
• Test-it-first tactics
• Active probing for problems
versus just waiting for issues to
come up
• Avoiding issues is the norm
• All-or-nothing tactics
• Wait and see attitudes
Actions
Risk management plan is fully implemented, maintained and supported
Risks are proactively sought in meetings and discussions and are
dutifully identified, documented and assigned for follow-up
Risk tracking and reporting are appropriate and timely
Mitigations are effective

Vital sign 7: Team member benefits are
realized
• People feel they are learning
• Good press is being created
• The right balance of emphasis on
project benefits than project costs
• Good staff want to leave the
project
• Negative remarks about doing the
work
• Staff overworking to catch up
Actions
It is clear how the project will help the reputation of change agents in
the business
It is clear how project will help team members’ careers
Project is recognized for how it will contribute to Elixir’s success

The 7 Vital Signs can be a useful
engagement management tool
RAG
R
R
A
G
R
A
G
Stakeholders are committed
Business benefits are realised
Work and schedule are predictable
Project team is high performing
Scope is realistic and managed
Risks are mitigated
Team member benefits are realised
E.g. Comments

Rights and duties...
Are the two faces of the same coin.
Duties are what we owe to others, while
Rights are what they owe to us, such as:
 Honesty and integrity
 Respect
 Keep promises
 Keep informed
Remember that you can demand them from others only if
you offer them yourselves. This applies to colleagues as
well as clients

Educating clients
 Focuses on results
 Thinks about what can be done right now
 Measures progress against milestones
 Never moves the goalposts
 Is involved and available
 Keeps asking questions
 Is not afraid to appear stupid
 Is able to take decisions along the way
 Does not accept the easy options
 Expects nor accepts miracles
A good client :

The Ball Game
 Two teams: Red Team and Blue Team
 Both teams write a list of objections or unpleasant things
that clients have told you – or that you hope clients will
never tell you
 Someone in Blue Team throws the ball to someone in Red
Team. An objection follows. RedTeam will answer.
Answer will be debated and points will be awarded for
quality of the answer.
 One team will win.

Course program
1. Problem solving
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Main learnings
1. There is great value in adding structure to
business problems.
2. The method has two phases: opening up (to
better understand the problems) – and closing
down (working towards solutions).
3. This method is international best practice.
However, it is up to each of us to use the method
effectively.

The logic and fact-based problem solving loop
Problem
definition and
Breakdown
Synthesis
and Recom-
mendations
Client problem?
Issue
Analysis
and Work
Planning
Hypothesis
Formulation

The method has four main stages
1. Problem Definition and Problem
Breakdown
2. Hypothesis Formulation
3. Issue Analysis and Work Planning
4. Making Solution Recommendations

Some benefits of the method
By employing this method, we aim to avoid some difficulties
that are common in the consulting business:
 Expansion of scope of the engagement - scope creep.
 Lack of focus and waste of time at the start.
 Jumping to conclusions.
 Endless analysis – especially before it is clear what
precisely the purpose of the analysis is.
 Deadlock due to scarce resources.

The main elements of the method
1. It starts with the business need. In fact, a lot of
time is spent on finding out what the problem is
that we now decide to address.
2. It is highly structured.
3. The tension between intuition and data. Data
collection in this method only happens at stage 3
– Issue analysis (not before).

Let’s start out with a few definitions
 A Problem is the difference between today’s situation and a
desired future situation (so it can be an opportunity too)
 A Hypothesis is something that « perhaps a client should
do » to bridge the gap between current situation and
desired situation (this is where creativity is required)
 An Issue analysis is a series of questions that must be
answered to prove or disprove a hypothesis
 A Recommendation is an action to solve a problem; a
sentence that starts with the words: « You should »

The method: steps, tools and outputs
Steps 1 2 3 4 5
Problem
definition
Problem
breakdown
Hypothesis
formulation
Issue analysis Recommen-
dations
Tools Criteria Problem
forks
MECE
Criteria Issue forks
Work plans
Criteria
Outputs Sub-
problems
Hypotheses Research

Successful problem-solving is dependent
on a good problem definition
Clear definition
of problem to
be solved /
opportunity to
be exploited
Five characteristics of good problem definition
1.A thought-provoking question or
statement
2.Specific, not general
3.Actionable and debatable
4.Often includes measures on the gap
between “what is” and “what should be”
5.Provides focus to you, your team and
your client

The next step is to think and work logically
using problem forks
Problem forks help you to:
 Reduce a complex problem into a
group of smaller simpler problems
 Better structure your experience
base and increase its value
 Identify the key forces in play /
drivers
 Save energy by prioritizing and
focusing
 Guide and coach colleagues and
clients

How do you create these forks?
You create good problem forks by:
 Starting at 30,000 feet and
zooming in
 Realizing that there are different
angles to look at a problem
 Use your client’s language!

The sub-problems in an effective problem fork must
be Mutually Exclusive, Collectively Exhaustive
A MECE problem fork helps you to see all aspects of
the problem and only look at each aspect only once …
… as well as avoid missing a
possible important part of
the problem.
… and so avoid looking
into the same thing twice…

Exercise 4
Problem definition and breakdown
- In exercise 3 you have formulated some issues for Tanika.
- Choose two of these issues and produce good problem
definitions.
- For both problem definitions, please produce problem
beakdowns. Go at least two levels down.

Course program
2. Creativity techniques
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Generating ideas (1) : brainstorm
 Suspend judgment
- go for quantity, not quality
 Start individually,
then share
 Build on others’ ideas or
combine them

Generating ideas (2): Creativity templates
1. A second method for idea generation
2. Adds structure to the work
3. The templates are patterns in the content of new
ideas
In essence, the template method replaces an open-
ended divergent thinking task by an analytic
convergent thinking task

Some templates and examples
1. Another dimension*
2. Feedback*
3. Merging*
4. Remove tension*
5. Segmentation*
6. Taking out*
7. The other way round*
8. Turn lemons into lemonade*

An early hypothesis serves as a guiding light
for you, your team and your customer
 Use your experience efficiently
 Limit the number of analyses
 Make problem solving process transparent
 Focus on actionable recommendations
Hypothesis

Five tricks to turn problem forks into
hypotheses
1. Judgment and experience
2. Intuition
3. Educated guesses
4. Involve your client
5. Be practical

It is important for both you, your team and your
clients to have a clear hypothesis early on
For the client effort For you and your team
 Helps clients understand the
focus of the team and gives
them opportunity for
feedback (so avoids
resistance to your
recommendations at a later
stage of the engagement)
 Focuses attention on impact
(as opposed to having an
interesting conversation)
 Reduces the analytical work
by focusing only on areas that
are critical, and impact the
client
 Helps you and your team to
concentrate on the essence of
the problem (move the
mountain rather than kick the
small stones)

Steps 1 and 2 summed up
Sub-
problem 1
Sub-
problem 2
Sub-
problem 3
Sub-
problem 4
Problem
definition
Hypothesis 1
Hypothesis 2
Hypothesis 3
Hypothesis 4
MECE
Option 1A
Option 1B
…
Option 2A
Option 2B
…
Option 3A
Option 3B
…
Option 4A
Option 4B
…
Brainstorm
Not guaranteed
ME

Exercise 5
Hypothesis formulation
- In exercise 4, you defined a number of sub-problems.
- For two of those, please create a list of hypotheses
- Use both the divergent and the convergent methods

Issue analysis asks the question:
What assumptions are we making that
need to be true - for this hypothesis to be
true?

Issue analysis: how to do it
 Break down the assumptions - create issue forks -
like we created problem forks during the problem
breakdown phase
 The results of issue analysis will point us to the
detailed analysis that needs doing in the work plan

Shape of the work plan
Sub-
problems Hypotheses Analyses Data sources End product
Responsibility
and due date

CommentTricks
Six tricks to make good work plans
Do not wait any longer. This is finally analysis time
Revise, update and improve your hypotheses as you work
through the data
Be specific about what analysis to do and the sources to
use
Be disciplined - deliver on time
Push detailed work plans out only 1-2 week ahead. Don’t
write an encyclopedia (!!!). Keep it simple. Take piece by
piece
Start early
Often
Specific
Milestones
Simple
Right order Prioritize the issue fork. It’s easier to handle and
simplifies design of the work plan

Things to checkWhat
Facts
Findings
Recommen-
dations
Hypotheses
Check the quality and validity of your work
 Consistency of information
 Quality of data sources
 Reasonable assumptions
 Clear and organized backup and worksheets
 Relative sizes of elements
 Sensitivity to changes in key variables
 Cross-check vs. relevant reference
 Consistency of frameworks used (e.g., MECE)
 Logic flow vs. leaps of faith
 Viability
 Impact if customer executes

Exercise 6
Issue analysis and work planning
- For two of the hypotheses that you developed in exercise 5,
please produce an issue analysis
- For one of the issue analyses, try out a work plan

Course program
1. Choice of
recommendations
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Giving clear and actionable recommendations
is an art form - here are four clues
Very seldom there is only one solution to a client’s
problem – one solution can be a symptom of not
enough problem-solving yet
1
It is vital to have a clearly defined filter when prioritizing
between alternative solutions
3
If you cannot explain the essence of your overall
recommendation in 15 seconds, you still have more
work to do
4
The best solution can sometimes emerge from
combining elements of alternative solutions
2

Recommendations need to meet a
number of criteria in order to be valid
Achievable

Recommendations must be adequate
 Are they logically valid – if implemented, will they
solve the problem?
 Will they address the situation we were asked to
address in our Terms of Reference?

Recommendations must be acceptable
 How well would they fit with the client’s values
and group’s culture?
 To what extent is it in the client’s personal
interest to adopt them?
 How would we get the client into a state of
readiness for them?

Recommendations must be achievable
Achievable
 How clear is it what actually needs to be done?
 Has the organisation got the capability to implement
them – what support would be required?
 To what extent does the motivation exist to
implement – and what are confidence levels for
doing so?

Prioritizing recommendations
Benefit
DifficultEasy
A
CB
D
Size of circle =
Cost to
implement
Low High
Easeofimplementation

Exercise 7
Making solution recommendations
Based on what you now know:
- Make a list of some of your key recommendations
- Prioritize this list, in terms of ease of implementation /
benefits

Course program
2. Structured
communication
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Structure your communication
Start with
the end
A pyramid of
Why’s and How’s
« Necessary and sufficient »
to carry the argument

Lead from the front
– Hits the public with the answer first
– Organized by recommendation
Recommendation A
1st reason
for A
Recommendation B
1st reason
for B
Recommendation C
1st reason
for C
Way forwardIntroduction
2nd reason
for A
3rd reason
for A
… …
Supporting table
in appendix

Storytelling
 Developing a story: choosing a perspective
 Generic shapes of stories
 Five techniques of telling: what / when / time & cost
 Classic storyboarding

Creating powerful .ppt’s
1. Visuals, strip it down, headline
2. Language
3. Nonverbal communication: your own
appearance, gestures
4. Voice

Rules of memorable communication
 Keep it simple
 Use visual aids, not handicaps
 Two way communication is more effective
than one way
 Presentations are show business
 People remember stories
 Remember the WIIFM factor

Course program
3. Change
management
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Roadmap
 Change projects are always difficult and
often fail
 Three messages
 Create Buy-In!
 Deal with resistance

The fact of the matter is…
20%
63%
17%
Not
successful
Considered
successful
Temporary success
but not sustained
Change programmes often start well…
but usually don’t sustain the benefits
WHY?

Message 1: break it down
Changing.....
Incremental Less difficultProjects
Procedures
Structures
Strategies
Goals
Culture Transformational Most difficult

Message 2: create dissatisfaction
C : (ABD)>X
where
C = change
A = level of dissatisfaction with the status quo
B = clear desired state
D = practical first steps towards desired state
X = cost of the change

Message 3:
1. Make sure that you are clear about the benefits
that will arise for each of the stakeholders. This is
where you need the completed stakeholder
analysis.
2. Make sure you create buy-in for each individual -
before you present to groups

How to deal with resistance depends on
its cause
2.
Unable
3.
Unwilling
1.
Unknowing
Resistance
• Re-framing
• Persuasion
• Negotiation
• Confrontation
• Sanctions
• Training
• Support
• Communication
Re-framing model
• Listen
• Understand
• Validate
• Explore new perspectives

Exercise 8
Presenting to client
Thomas has let you know that his team would like to hear what you have to
say about Tanika. He has invited you to an informal briefing.
- His expectation is that you will share some of the recommendations that
you have formulated.
- You may want to create « buy-in » for some of your recommendations.
- You may also use the meeting for any other purpose.
- Each team will present in the main room for 15 minutes. One team will
be the winner.

Course program
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction

Closure activities should include...
 Extension or disengagement ?
 Transfer knowledge – handover
 Completion - draw a line
 Invoice!

Each party has a role to play
• Formally review results
• Check sustainability
• Arrange follow-up visits
• Capture contact details
• Final invoice
• Team ‘wash-up’ meeting
• Give/get feed-back on
individual performance
• Add experience to CVs
• Log the benefits achieved
• Record ‘lessons learnt’ and
new tools and techniques
• Write case study
• Update systems/records
Closure
Client
People Firm
Permission for use
as reference site
for future
marketing

Collective action planning
1. Complete the Best Practice Manual
2. Make it accessible to yourselves and to your
colleagues
3. Use the tools and techniques. Each time you
use the BPM, post a comment
4. Keep adding to the BPM

Continuous professional development
 Do it: it’s the one sure way to stay relevant and
employed and increase your value to clients.
 The Institute of Consulting (www. iconsulting.org.uk)
offers a structured professional development
framework to support professional development.
 Also, clients are increasingly requesting evidence
of professionalism from their consultants

Qualifications
 Qualification is essentially about risk reduction: it reduces the
perceived risk of using consultants who have obtained such a
qualification.
 A new set of professional qualifications will be available as
from September 1st 2012. The CMC stays unchanged.
 Three levels of qualification are available : Award, Certificate
and Diploma.
 Qualification requires f2f work + distance learning + self-
study, and is followed by grading.
(elevationlearning is an approved center for IC training)

Example: Level 5, the Award
Level 5 Award in Professional Consulting
Learners must complete one unit to a minimum of 7 credits
Unit Name Credits Study
hours
Req’d
of
which
GLH
An Introduction to Consulting Essentials 8 80 30
Planning and managing consultancy interventions 8 80
The client relationship 8 80
Communication for consultants 7 70
Problem solving tools and techniques for consultants 9 90

Some good books
1. Rasiel, Ethan M and Friga, Paul N, (2002). The McKinsey Mind. McGraw-
Hill. ISBN 0-07-137429-9
2. Rasiel also has published an earlier book, The McKinsey Way.
3. Minto, Barbara, (1987). The Pyramid Principle: Logic in Thinking and Writing.
Pitman Publishing. ISBN 0-273-61710-9.
4. Block, Peter, (2000) Flawless Consulting: A Guide to Getting Your Expertise Used
University Associates, Inc. ISBN 0-89384-052-1.
5. Maister, DH, Galford, R, Green, C, (2002). The Trusted Advisor. Simon &
Schuster UK Ltd. ISBN 0-7432-0776-9.
6. Markham, Calvert, (2007). Practical Management Consultancy. Croner. CCH
Group Ltd. ISBN 1-84140-329-6
7. The Economist Pocket Style Book, The Economist Publications Ltd.

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