: Consulting at the Individual Level

BPR: Business Process Reegineering or Becoming a Personal Resource?

Part One Objectives

    B    To describe the characteristics of a Personal resource

    C    To communicate the elements and benefits of client contracting

    D    To develop and polish the consulting skill sets of listening and contracting

I.    A Personal Resource Model

    A.    The Change Continuum

        1. Discovery/Admission

        2. Understanding

        3. Implementation

        4. Persistent & Consistent Action

     B.    Roles of the Leader, Team/Individual, and Change Agent at Each Stage

     C.    The Consulting Cycle: Evaluate/Plan/Contract/Deliver/Follow-up

     D.    Overlapping Spheres of Influence

     E.    Exercise: Self-assessing your current consulting cycle

II.     Listening as a Fundamental Contributing Skill

     A.    Listening as a Personal Resource: Special Considerations

     B.    Active Listening

        1. ‘Minimal Encouragers’

        2. Body language

        3. Rephrasing

        4. Open-ended questions

        5. Empathy

     C.     Exercises: Practicing listening as a Personal Resource

III.    Contracting as a Fundamental Means to Becoming a Personal Resource

     A.    The Definition and Client Contracting Benefits

     B.    The Key Values and Habits of Personal Resources (Internal) and Consultants (External) [PR&C]

     C.    The Seven Components of Highly Effective Contracts

     D.    Examples of Contracting Discussions and Documents

     E.    Exercise: Assessing Your Current (or Model) Contract

Part Two Objectives

     B.    To personally make an effective PR&C contact (remember ASPIC)

     I.    Advising as a Fundamental Skill Set of Consulting

     A.    Recommending

        1.     Recommendation Sources for a Personal Resource/Consultant: Yours and Others

        2.     Conceptual Models for Developing Recommendations

     B.    Coaching

        1.     “Nudge, nudge, say no more...,” and other ‘Prompting’ techniques

        2.     Pinpointing Behavior

        3.     Feedback: Recognition, Praise and the Third-Party approach

        4.     Closing on Action

     C.    Persuading

        1.     Selling

        2.     Negotiation

     D.    Confronting

        1.     Naming resistance

        2.     Differing: Agreeing to Disagree

     E.    Solving

        1.     Performance Analysis

        2.     Nine-Step Problem Solving Model

     F.    Exercises: Prospecting & Contacting Role-play

II.    The ASPIC Model for Networking and Business Development

     A    The Model

        1. A ssociate

        2. S ustain

        3. P rospect

        4. I nitiate

        5. C ontact

     B.    Exercise: ASPIC role-play #1

     C.    Exercise: ASPIC role-play #2

Part Three Objectives

     B.    Practice assessing a team's effectiveness as a team

     C.    Practice observing and facilitating teams in action

I.     Exercise: ASPIC role-play #3

II.    Handling Difficult Client Situations

     A.    Behaviors That Make Some Clients Difficult

     B.    Options for Responding to Difficult Behavior

     C.    Exercise: Cases of Difficult Situations

III.    Assessing a Team's Effectiveness

     A.    Team Assesment Methods

     B.    Models and Checklists

IV.    Facilitating a Team

     A.    Serving as a Team's Facilitator

     B.    Guidelines for Effective Facilitation

V.    Mentoring Teams through Team Meetings

     A.    Effective Team Meeting Characteristics

     B.    Key Meeting Behaviors: Leaders and Members

     C.     Exercise: Observing team meetings video clips

Part Four Objectives

     B.    Appropriately measure and report throughout the organization

     C.    Visit Jargonvillle, USA, don’t live there: conducting a stakeholder analysis

I.    Planning Organizational Improvement     

     A.    Charting Past Changes

     B.    Interviewing as part of Planning

     C.    Combining Strategic Planning and Organizational Improvement Planning

     D.    Major Approaches:

        1. White Sheet of Paper

        2. Tally Ho!: Targeting Specific Processes

        3. Inter-Team Relationship Growth

     E.    Planning Tools

II.    Stakeholder Analysis

    A.    Analyzing the Motivation and Support Among Those Involved

    B.    Identifying Strategies for Gaining Support

    C     Exercise: How to Best Proceed at Varying Levels of Support in Your Client Organization

III.    Measurement and Reporting

    A.    Measuring Implementation Progress and Status

    B    Working with Senior Teams and Steering Committees

IV.    From Surviving to Prospering as an Internal Consultant

    A. The Five C's:     Credibility, Competence, Confidence, Compassion and Credit

    B.    Factors That Making Consulting Enjoyable

    C.    Self-Correcting When Problems Occur

Follow-Up and Follow-Through

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