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What does it take to be an effective consultant?

The internationally accepted consulting competency framework —

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The Competency Framework and The Common Body of Knowledge

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Competencies

Are defined as the ability to act in a particular context (or in changing contexts). Implies both knowledge and skill.

The required knowledge domain is defined in the Common Body of Knowledge (CBK). The summary body of knowledge is on the IMCSA website.

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Competencies are a combination of:

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Knowledge

SkillAttitude © ProfWeb 2011

The Competency Framework

Is geared to identifying the holistic set of competencies required by a management consultant

Is the basis of international reciprocity for certified management consultants

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FUNCTIONAL /TECHNICAL SKILLS

Acting Communicating Thinking (Behavioural Competencies)

THE COMPETENCY FRAMEWORK

MANAGEMENTPRACTICE

PRACTICE MANAGEMENTCONSULTING PRACTICE

FUNCTIONAL /

TECHNICAL

INDUSTRY /

SECTORAL

EXTERNAL AWARENESS -PESTLE

PRACTICE MANAGEMENT

BUSINESS ACUMEN

ETHICAL VALUES/ PRACTICE

And / Or

SPECIALIST COMPETENCIES

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BUSINESS ACUMEN

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Business Acumen Understanding the client environment and

context. Strategic and systemic thinking, OD, OM,

BPR, change management. Business structures, processes,

management, disciplines/ functions. Planning, critical success factors, goal and

objective setting. In depth understanding of key business

concepts.

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Business Acumen(2)

Budgeting and financial control Motivation and people

development Implementing new technology Measuring performance Business development

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Consulting Practice Everything to do with the consulting lifecycle

-prospecting, managing the process, disengagement.

Engaging with clients, interacting with them, influencing, facilitating.

Applying consultative techniques, problem solving, systemic thinking.

Knowledge capture, management and transfer etc.

Managing the team throughout the lifecycle.

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The Consulting Lifecycle

Prospecting,Engagement,Qualification

ExecutionAssignment Closure &

Review

Proposal,Closure,

Contracting

The Consulting Lifecycle- A Linear View

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The consulting lifecycle

The consultant needs to be able to execute and manage each aspect of the consulting lifecycle, from entry to closure.

The consultant must be familiar with the activities and products in each phase of the lifecycle

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Consulting Management Activities Manage expectations Manage Risk Manage Quality Maintain Intervention Continuity Managing Costs and other commercial

activities Managing Resources Manage Productivity and performance Manage Learning Manage the Team (client and own)

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The Consulting Lifecycle

Prospecting,

Engagement,

Qualification

Execution

Assignment

Closure &

Review

The Consulting Lifecycle

Proposal,

Closure,

Contracting

Build & Maintain the Client Relationships

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Build & Maintain Relationships

Consulting is more about relations and perception management than about technical quality.

Relationship building takes effort and time.

You need to build relationships with client decision makers

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Build & Maintain Relationships (2)

Understanding the client/industry (context) Recognising a client need (client perspective) Selecting the optimum method of intervention Managing conflict Maintaining & building the relationship

Understanding the client/industry (context) Dealing with client management Dealing with the client culture

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The Consulting Lifecycle

Prospecting,

Engagement,

Qualification

Execution

Assignment

Closure &

Review

Proposal,

Closure,

Contracting

Managing Productivity and Performance

The Consulting Lifecycle and Process

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Managing Productivity & Performance

The consultant needs to manage performance throughout the lifecycle: Manage expectations Evaluate against agreed roles,

deliverables and timeframes Reallocate resources as necessary Identify and document training

requirements Measure against client feedback

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The Consulting Lifecycle

Prospecting,

Engagement,

Qualification

Execution

Assignment

Closure &

Review

Proposal,

Closure,

Contracting

Knowledge Transfer & Learning

The Consulting Lifecycle and Process

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Knowledge transfer & Learning

Learning from the client Learning from each other Transferring knowledge to the

client Developing and updating Methods

and approaches Learning from the engagement Learning from the environment

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Knowledge transfer & learning

The most successful consulting practices are those that manage knowledge formally

This occurs throughout the lifecycle

Requires disciplined knowledge management approaches

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What would you treat as knowledge?

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The Consulting Lifecycle

Prospecting,

Engagement,

Qualification

Execution

Assignment

Closure &

Review

Proposal,

Closure,

Contracting

Developing and Applying Methods and Practices

The Consulting Lifecycle and Process

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Developing and Applying Methods & practices

Methods & practices are specific forms of knowledge

They are repeatable Methods consist of multiple layers

– what would you say they are?

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ROUTE

MAPS

GUIDELINES

TECHNIQUES

AUTOMATED SUPPORT

TRAINING

DELIVERABLES

MANAGEMENT OVERVIEW AND GUIDES

CHECKLISTS

Components of a methodology

FRAMEWORK

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The Consulting Lifecycle

Prospecting,

Engagement,

Qualification

Execution

Assignment

Closure &

Review

Proposal,

Closure,

Contracting

The consulting

activities

The Consulting Lifecycle and Process

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Consulting Activities

Throughout the consulting lifecycle, a consultant performs certain activities, which impact on the success of the phase in the consulting process.

These activities are repeated at various points and distinguish competent and inexperienced consultants.

What are they?28 © ProfWeb 2011

Consulting activities Interviewing Research & Fact finding Analysis, synthesis & diagnosis Taking Notes Managing documentation & record

keeping Presenting findings

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Engagement Management

The consultant with the highest level of accountability on the engagement or intervention is accountable for the overall success of the engagement.

This is known as Engagement Management and covers the consulting lifecycle and all the consulting processes and activities related to that particular intervention.

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Engagement Management

The Consulting Lifecycle

Prospecting,Engagement,Qualification

ExecutionAssignment Closure &

Review

The Consulting Lifecycle and Process

Proposal,Closure,

Contracting

Build & Maintain the Client Relationships

Knowledge Transfer & Learning

Managing Productivity and Performance

Methods and Practices

The consulting

activities

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External Awareness - PESTLE

The experienced & competent consultant should remain current in every aspect of the environment that affects his/her work Political Environmental Social Technical Legal Economic

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PESTLE Relates to all domains

It is imperative to remain aware of developments in the management, specialist and consulting fields.

The certified consultant needs to prove this through a continuing professional development (CPD) record.

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Specialist Competencies

Functional and technical competencies include IT, HR, Strategy, change management, project management, finance etc

Industry specific or sectoral competencies – banking, manufacturing etc

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Behavioural Competencies – (Personal and Interpersonal)

ACT

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ACT – personal and interpersonal competencies

Acting Communicating Thinking

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….Like a management consultant

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ACTing like a management consultant This is the behavioural aspect of the consultant

and has much to do with the “attitude” in competence.

The consultant needs to be emotionally intelligent (25 competencies), an above average communicator, a good listener, astute, self driven, motivated, able to solve problems, be politically astute, remain independent and objective in difficult situations and much more.

This requires an all rounder who can perform well in different contexts

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ACTing like a Management Consultant

Professional Attitude/behaviour Professional conduct/ethics, Dealing with client culture Managing conflict, Motivating and

developing people, Leading Facilitating, Mentoring, Coaching

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Communicating Effectively

Interpersonal and communication skills (listening/verbal/written)

Proposals Client communications Written reports Oral presentations Marketing and selling skills

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Thinking

Empathizing Creativity Problem solving Lateral thinking Seeing the end from the beginning Contingency planning Having a flexible approach

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Exercise

Complete the consulting inventory on problem solving skills

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Both a value set and a competency

Ethics

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Ethical Values and Practices

Knowledge of what constitutes ethical behaviour

The ability to deal with ethical dilemmas

Testimonials as to ethical behaviour

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Exercise:

Is Ethics a competency or a value system?

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Professionalism

A combination of ethical behaviour, presentation, conduct and competence.

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Practice Management

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Practice Management Covers all aspects of managing a

professional practice including: Recovery and utilization Training & developing consultants Marketing and brand building Methodologies

Practice management is not required for CMC – hence managing CMC

Practice management is covered in a separate course.

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