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For consultants working with change projects How do you succeed? Leadership
| Date post: | 22-Nov-2014 |
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Business |
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For consultants working with change projects How do you succeed?
Leadership
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Our goal is …
Thus, the primary focus is to look closer at the role of the consultant in change projects and answer the following question: As an organisation and as an
individual, how do you succeed?
… to provide inspiration for some of the most recent ideas about change management.
… to focus on how organisations will get the most effect from using consultants (internal and/or external).
… to focus on what internal and external consultants must be able to do to succeed with changes.
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We have the same role, but we have different professional capabilities
Professional knowledge
Consultant competences
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Implementation of change … Five principles to create effect
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Change in change
Planned, controlled Emergent, unpredictable
Analytical Rational
Intuitive Relational
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Focus on both business effect and human effects
The effect on the business/organisation is what it is all about (top line, bottom line etc.)
An active tool!
Human effects ARE the change and realise effects on the business/organisation (behaviour, practice, management, etc.)
A widened perspective
WII(FM): “What’s in it (for me)?” “Which way should I go from here? That depends on where you want to get. I don’t much care. Then it doesn’t much matter.”
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True ownership and engagement are created through maxi- mum active participation from the right people – early on!
“Co-creation” … Invitation and freedom of choice Active participation Influence and responsibility Open process and dialogue Appreciation and respect …
Top management
Management
Employees
Time to contemplate change
Consequences of/effort in implementation
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Casting the right people with constructive tension – those who make things happen …
Productivity: Professional expertise, working capacity and time
Power and influence: Positional power, informal power, role models
Preferences: Efficiency, match – and constructive tension
“Let go of the idea of target groups and create a larger group with max-mix… a mix of employees from the entire organisation.”
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Active addition of energy and mood
Several months of hard preliminary work could be wasted due to one meeting going badly …
Before “mobilisation”
During “the
meeting”
After “continuation”
Task Method Facilitation
Process Before, during, after
People and interaction
Environment and surroundings
20% 40% 40%
Positive, “high” energy Open form, inclusion Variation and (constructive) tension Easiness and fun? …
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Authenticity • Integrity • Genuineness
Be yourself and inspire confidence … it will make everything else much easier!
You cannot truly trust a role player …
credibility + reliability + intimacy
self-orientation Trust =
David Maister
• Identity • Trust
Can I trust you with other things?
Can I trust what you tell me?
Can I trust what you do?
Can I trust that you have a genuine interest?
The consultant’s dance floor and the four “standard dances”
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The consultant’s working day
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The cross-disciplinary consultant competences can be divided into three areas
Professional knowledge
Consultant competences
Myself as a consultant Relations In the change
project
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Process consultant competences
The consultant must master three “standard dances” in addition to being project manager
Adviser Trainer Facilitator
Specialist competences
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Focus on “the business”
Focus on “the individual”
Focus on the process Focus on the day
Interaction Behavioural change
Implementation with effect
Purpose and delivery
The consultant must be able to master the whole dance floor – every day!
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Business/organisation
Focus on the individual
Focus on the process Focus on the day
It requires that you master various steps …
Purpose and delivery • Breaks down goals into
actions on the day • Chooses a certain work
form and work process and designs it in advance
• Focuses on the purpose and delivery of the day
• ”Puts on the organisation”
Behavioural change • Works specifically towards
changing the behaviour of each individual person
• Involves the “right people” • Considers mood and timing
throughout the entire process
• Builds and maintains relations
Implementation with effect • Designs an implementation
process with the desired effect as starting point
• Sets goals and measures the effect of the process
• Understands “who they are” and “where they are going”
• Challenges the importance of change
Interaction • Builds trust in an authentic
way (and motivates to change)
• Takes responsibility for the human process
• Is aware of each individual – equal preferences and group dynamics
• Provides honest feedback, both professionally and personally
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The small difference in the dances – e.g. the internal consultant has two partners
The internal consultant: • May have to comply with specific procedures or
tools to a much higher degree, which could clash with the “client’s” wishes and style.
• Is sometimes measured based on the number of “clients” using the consultancy department’s programmes/tools.
• Is often expected to persuade defected “customers” to come back.
• May lose his/her work without losing the job, if there have been one or two discontented “clients”.
• Has a clear position in the hierarchy, which might prevent them from moving further up the ladder in the organisation.
• May have difficulty being “a prophet in own country”.
• Dreams of the freedom and variation which is the reality of the external consultant.
The consultant’s
manager
Consultant “The client”
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You just need to be able to count to 4 …
… but remember, it takes two to tango!
1+3 2 4
Focus on “business”
Focus on “the individual”
Focus on the process Focus on the day
Interaction Behavioural change
Effective implementation
Purpose and delivery
Professional knowledge
Consultant competences Relations In the change
project Myself as
a consultant
Process consultant competences
Advisor Trainer Facilitator
Specialist competences
Implementconsultinggroup.com
Implement Consulting Group Implement Consulting Group is a leading Scandinavia based management consultancy, specialised in driving strategic transformations with a strong differentiator on “making change happen” – delivering documented Change with Impact.
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