Internal Consulting Skills

OH 1-2
Skills for InternalSkills for Internal
ConsultantsConsultants
Penny L Ittner, Donald G. Roberts, Alex F.
Douds
Facilitated by Jason R. Murphy
Manager, Employee Training and Organizational Development
American Express CSBS Operations Training

Workshop ObjectivesWorkshop Objectives
By the end of the workshop, you will be able to:
• Use systematic consulting processes in performing
your role as a consultant.
• Build client credibility and maintain strong client
relationships throughout the consulting process.

Module 2: OverviewModule 2: Overview

Fundamentals of
consulting

Peter Block’s five-phase
model

Key principles in
consulting flawlessly

Module 2: ObjectivesModule 2: Objectives
By the end of this module, you will be able to:
• Describe the general principles involved in
consulting effectively.
• Describe a five-phase consulting model and the
consulting tasks associated with the model.
• Describe the principles involved in “flawless
consulting.”

ConsultantConsultant
A Person . . .
• In a position to have some
influence
• With no direct power to
make changes

ClientsClients
Individuals or Groups …
• With authority to
implement your
recommendations
• Whom you want to
influence, without
exercising direct control

ProblemProblem
The difference between
what “is”
and what “should be”
The “gap”

An InterventionAn Intervention
The goal or endThe goal or end
product of aproduct of a
consulting activityconsulting activity

Three Kinds ofThree Kinds of
Consulting SkillsConsulting Skills

Technical skills

Interpersonal skills

Consulting skills

Consultant RolesConsultant Roles
Expert

Consultant RolesConsultant Roles
Collaborative

Block’s ModelBlock’s Model
Entry and Contracting
Data Collection and
Diagnosis
Feedback and the
Decision to Act
Implementation
Extension, Recycle, or
Termination

Seven Step Problem-SolvingSeven Step Problem-Solving
ModelModel
1. Problem
Definition
2. Data
Collection 3. Analysis 4. Decisions
5. Implementation
Plans 6. Implementation 7. Evaluation
Client
Consultant
Note: The consultant provides support at each step—The client is involved in taking action at each step and is in control.
Block’s Model
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

FlawlessFlawless
ConsultingConsulting
 Partnering with clients
 Developing commitment
for change
 Acting authentically
 Trusting yourself and
your experience

Module 2: Key PointsModule 2: Key Points
 Consulting starts with a “gap”
 Block’s model provides a road map
 Flawless consulting requires:
» Partnering
» Developing commitment for change
» Acting authentically
» Trusting yourself

Module 3: OverviewModule 3: Overview
 Sources of consulting projects
 Entry/contracting steps
 Exploration meetings
 Contracting

• Conduct an exploratory meeting with a client.
• Contract with a client about a consulting project.

Sources ofSources of
ConsultingConsulting
ProjectsProjects
 The client
 A “third party”
 The consultant

Entry/ContractingEntry/Contracting
StepsSteps
 Initial Contact
 Exploration
 Contracting

ExplorationExploration
Meeting: GoalsMeeting: Goals
 Collaborative
consulting
relationship
 Clearer image of:
 the problem
 how you can help
 the requirements

EExplorationxploration
Meeting: ProcessMeeting: Process
Begin/enhance the
relationship
» Demonstrate eagerness to help
» Express positive feelings
Scope the project
» Get client’s view
» Ask what’s happened so far
» Help clarify desired future
state

Meeting ProcessMeeting Process
(continued)(continued)
Explore the help needed
» Get client’s view
» Suggest how you can help
Identify parameters
» Identify constraints,
resources
» Identify decision maker(s)

Meeting ProcessMeeting Process
Agree on next steps
» What you will do
» What the client will do
» Set date for contract
review

ContractingContracting
GoalsGoals
 Collaborative
consulting
relationship
 Agreement on:
 The project goals
 The project approach
 The expectations of
each party

Contract ElementsContract Elements
 Background
 Project goals
 Suggested
project
approach
 Schedule
 Roles
 Evaluation
 Next steps

 Entry/Contracting phase holds the key to
project success
 Consider exploration meetings as means of
clarifying projects and enhancing client
relationships
 Contracting encourages agreement on project
goals, approach, and mutual expectations

Block’sBlock’s ModelModel
 Entry and Contracting
 Data Collection and
Diagnosis
 Feedback and the
Decision to Act
 Implementation
 Extension, Recycle, or
Termination

Module 4:Module 4:
OverviewOverview
 One-to-one interviewing
 Focus groups
 Questionnaires
 Data analysis

• Conduct a one-to-one interview.
• Run a focus group.
• Describe how to develop and administer
questionnaires.
• Analyze data collected about a client’s problem.

Data CollectionData Collection
MethodsMethods
 Interviews
 Questionnaires
 Observation

PreparationPreparation
 The interviewer
 The interviewee
 The environment

Interviewing SkillsInterviewing Skills
 Establishing and
maintaining rapport
 Questioning efficiently
 Listening and observing
 Taking notes and
preparing summaries

Focus Group:Focus Group:
CharacteristicsCharacteristics
 Lasts 1–2 hours
 Consists of 8–12 people
who:
 Have particular
knowledge/experience with
the topic, or
 Share common
characteristics
 Conducted by a facilitator

StepsSteps
Discuss the focus group
with the client
Clarify logistics
Select participants
Clarify the client’s role
Discuss feedback with
participants

StepsSteps
Draft a focus group guide
An introductory section
The questions
A closing section
Review the guide with the
client and make
modifications, as needed

Ground RulesGround Rules
 All points of view are
encouraged and accepted
 Silence is OK
 One person speaks at a
time
 Disagreement is ok, but
no personal attacks
 Confidentiality will be
maintained

Facilitator TasksFacilitator Tasks
Conduct introductory activities
Introductions,
purpose/objectives of meeting,
ground rules
Facilitate discussion of the issues
Follow the guide
Encourage participation
Listen, elicit elaboration,
gatekeep
Limit own statements
Test for consensus

Facilitator TasksFacilitator Tasks
Summarize the issues
Close the meeting
Thank participants for
their contributions
Explain what will happen
with the data
Communicate client’s
intentions regarding
feedback

CreatingCreating
QuestionnairesQuestionnaires
Determine what you need to
know
Choose a response format
Write the questions
Prepare a summary sheet
Pilot test/revise questions
Develop introduction

Factors inFactors in
Choosing aChoosing a
Data-CollectionData-Collection
MethodMethod
 Data to be collected
 Resources
 Organizational preferences
 Own preferences

Potential Areas forPotential Areas for
ChangeChange
 Findings that appear
significant to solving the
problem
 Issues that were
significant to the
respondents

 Phase II of the consulting process provides
the data the client needs to improve the
organization.
 Use data-collection methods that will provide
the quantity and quality of data needed.
 The end result of data analysis is the
identification of potential areas for change.

Block’s ModelBlock’s Model
 Entry and Contracting
 Data Collection and
Diagnosis
 Feedback and the
Decision to Act
 Implementation
 Extension, Recycle, or
Termination

Module 5:Module 5:
OverviewOverview
 Feedback principles
 Feedback meetings

• Identify key elements involved in providing
organizational feedback.
• Plan for a data-feedback meeting.
• Deliver feedback effectively.

Possible Effects of FeedbackPossible Effects of Feedback
(Used with the permission of David Nadler)
Feedback
Energy?
Positive
Direction?
Structures/
Processes?
No
Change
Yes
Yes
Yes
Yes No
No
No
No
Change
No
Change
Change

Expressions ofExpressions of
ResistanceResistance
 Deny the data
 Deny responsibility

Feedback CriteriaFeedback Criteria
 Is it relevant?
 Is it understandable?
 Is it descriptive?
 Is it limited?
 Is it impactable?
 Is it comparative?
 Is it unfinalized?

PresentingPresenting
Feedback DataFeedback Data
 Present positive data first
 Order your
findings/recommendations
 Highest payoffs first
 Quick fixes, then long-
term solutions
 Limit the data

 Effective feedback creates positive
energy for change
 Meet with client in advance of the
feedback meeting
 Give meeting recipients time to
understand/discuss the data
 End meeting with action planning

Module 6:Module 6:
OverviewOverview
 Focus on the “people”
issues
 William Bridges’ work on
“Transitions”
 An implementation case
study

• Identify key elements required for implementing
change successfully.
• Identify actions that help support people through
the change process.

ChangeChange
The new external situation

TransitionTransition
The internal
psychological
process people
go through

Bridges’ Change ModelBridges’ Change Model
ENDINGS
NEUTRAL
ZONE BEGINNINGS

EndingsEndings
Letting go of the past
Predominant emotion is
fear—losing something of
value
What helps—two-way
communication,
empathy, involvement

Neutral ZoneNeutral Zone
Trying out the change
Predominant emotion is
confusion—Will it work?
Will I succeed?
What helps—two-way
communication, empathy,
involvement

BeginningsBeginnings
Commitment to the
change
Positive attitudes prevail—
the change is working out
What helps—Reinforcement
of efforts, celebrations of
success

Module 6 Key PointsModule 6 Key Points
 Resistance to change is natural
 Bridges’ framework can be useful:
 Endings, Neutral Zone, Beginnings
 Essential elements:
 Two-way communication
 Empathy
 Involvement

Module 7:Module 7:
OverviewOverview
 Evaluating consulting
projects
 Phase V: Extension,
Recycle, Termination

• Plan for an evaluation of a consulting project
• Describe the elements involved in the final phase
of consulting

Types ofTypes of
EvaluationsEvaluations
 Process evaluations
 Results evaluations

EvaluationEvaluation
PlanningPlanning
What do we want to know?
What should be measured to
determine what we want to
know?
Where should the data come
from, and how should it be
collected?
When should we measure?
What will be done with the
results?

Kirkpatrick ModelKirkpatrick Model
 Results Data
 Reaction Data
 Behavior Data
 Learning Data

 Develop a preliminary evaluation plan
 Review the plan with the client
 Perform the final consulting phase, as
appropriate—Extension, Recycle, or
Termination
 Leave when the client is able to continue
without you

Internal Consulting Skills

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