1FREEeChapter

2Delivers the essential practical skills needed to consult and make sharp, well prepared interactions in a wide range of business situations

This comprehensive handbook covers the fundamental skills and attitudes required by successful consultants from novice to practitioner level, irrespective of their specialist area.

It untangles the key variables present in any consulting service and introduces practical ways to improve their effectiveness based upon the authors experience of helping consulting organisations to develop and excel in the marketplace.

The book explores consulting from the ground up steering away from theory and focusing instead on practical application, providing a solid platform upon which to build further domain-specific competence.

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Extracted from The Consultants Handbook: A practical guide to delivering high-value and differentiated services in a competitive marketplace published in 2015 by John Wiley & Sons Ltd,

The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ. UK. Phone +44(0)1243 779777

Copyright 2015 Samir Parikh

All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, 90

Tottenham Court Road, London, W1T 4LP, UK, without the permission in writing of the Publisher. Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West

Sussex, PO19 8SQ, England, or emailed to permreq@wiley.co.uk.

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Table of ConTenTs

abouT The auThor ...................................................vii

InTroDuCTIon .......................................................... 1

PART I CONSULTING FUNDAMENTALS ................ 3

ChapTer 1: What is Consulting? .................................5

ChapTer 2: preparing to Consult ..............................25

ChapTer 3: establishing Credibility ...........................37

ChapTer 4: Managing Client Meetings ..................47

PART II CASE STUDIES ...................................... 61

Case sTuDy 1: exploring a new Consulting opportunity ................63

Case sTuDy 2: presenting a solution approach ...............................85

Case sTuDy 3: scoping a study ........................................................99

PART III ADDITIONAL TOPICS ......................... 117

ChapTer 5: proposing a Consulting service ..........119

ChapTer 6: Delivering a Consulting service ..........133

ChapTer 7: Client Interactions and related obstacles ...............................173

ChapTer 8: The skill of advising ..............................193

Index 215

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chapter three

ESTABLISHING CREDIBILIT Y

The skill of establishing credibility is fundamental to any-one working in a consulting-related profession. Clients generally decide whether to accept advice based upon two factors: The basis and quality of the advice itself; and the credibility of the organization or people presenting the advice. Our credibility influences the relationships that we are able to build with clients, the level of cooperation that we are able to secure and the way that we are perceived relative to other con-sulting providers.

In Chapter 1 we introduced the idea of the consulting proposi-tion that describes the value that we are able to bring to the table as consultants. When meeting new clients you will need to articulate the basis of your proposition. Usually delivered in the

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form of a simple introduction, this in itself is a skill. If delivered proficiently, the client should understand the areas that you can be consulted on, the capabilities that you possess and your potential contributions.

In consulting you must know and be able to articulate your proposition. Without a proposition that is understood by your client you will not be able to consult effectively.

So how do we position ourselves, or even our colleagues, through a credible introduction? Consider the following per-sonal introduction statements.

Example 1I would like to introduce John Smith. He is a consultant from our finance industry practice and brings broad finan-cial experience to this project. He is one of our best consul-tants and I am sure that you will be very satisfied with his contributions.

Example 2May I introduce Stuart Jones? Stuart is a consultant from our finance industry practice and brings nine years of experience working with risk management solutions.

Example 3Please meet Damon Jarvis. Damon brings nine years of experience as a consultant in our finance industry practice, working specifically with risk management solutions. We selected him for this engagement as he has just returned from a similar project in South America with one of the leading banks there.

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Which consultant would you engage: John, Stuart or Damon? The three statements could, in the absence of names, have referred to the same person, yet each positions the individual quite differently and with a different resulting client perception.

Positioning: thE PErsonal introductionThe word positioning refers to the way that we present ourselves as professionals and the client perception that is created as a result. There is an art to positioning oneself and creating an appropriate perception through a good introduction, yet many skilled people fail to articulate their propositions clearly. As a result, their potential contributions are not understood and they are not leveraged by their clients in the most valuable way.

The following characteristics should be given due consideration when making an introduction at the individual level.

objectiveA credible introduction is an objective one. As consultants we avoid selling ourselves, beating our chests and saying how good we are. Most mature clients would simply roll their eyes and think here comes yet another superman! Still worse is the phenomenon of overselling. Presenting an exaggerated view of capabilities can lead to the setting of unrealistic expecta-tions that become difficult or impossible to satisfy. Instead the style that we adopt when introducing ourselves as consultants is one of presenting evidence. The factual evidence that we pre-sent in an introduction provides the client with a clear basis to make their own evaluation of who we are and the poten-tial contributions that we can make. Let us consider our three examples again.

Example 1 is vague, rather selling-oriented and would fail to impress most clients. Clients have met too many consultants who

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brag about themselves, often in the absence of a solid experience base. The words he is one of our best are risky and unwise. We are all human, and the first time that John makes a mistake the reputation of his organization will take a direct hit. And he was supposed to be one of your best, the client will say.

tangibleAn introduction that is too vague or fluffy is likely to be ineffec-tive. A more tangible approach is achieved by quantifying the consultants expertise and experience. Expertise in a specialist field or technology could be quantified by reference to certifi-cation by a recognized body. Experience can be quantified by specifying the number of years in a specific domain or through the use of references to similar work that was conducted suc-cessfully elsewhere.

To this end Example 2 offers much more clarity. The years of experience are quantified as a substitute for the phrase broad experience. Such phrases are general in nature and somewhat weak, yet are commonly heard in introductions. Additionally, the domain of experience is now more precisely stated. Exam-ple 1 told us that the consultant belonged to a finance indus-try practice, which may address a very diverse set of issues. This time a more specific reference to risk management solutions is included. The client can now begin to understand what this indi-vidual can actually do, the problems that he can solve, and the questions that he can be approached with. The consulting prop-osition provided by the individual is now beginning to emerge.

Example 3 further quantifies the value of practical experience by including a reference. References tend to command a high level of attention from clients, as staff with hands-on experience understand the obstacles and issues that are likely to arise dur-ing the execution of consulting projects and are familiar with strategies for overcoming them.

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relevantWhen making an introduction it is your responsibility to con-nect your skills and experience to the discussion context and the needs of your client. This requires you to consider the expe-rience that you have built up over time, to identify the most relevant points to the situation at hand and to emphasize them. This is very different from reciting a standard introduction to different clients time after time. Ask yourself the questions: Which of my skills are most relevant to this situation? What similar work have I done in the past and how can that experi-ence be leveraged? Having heard your introduction, you would like the client to think It will be great to have this person on the team. His skills and experience will be extremely valuable.

conciseThe ability to communicate concisely and deliver clear, emphatic content in a few words is an admirable quality of a skilled speaker. Coupled with the prudent selection of vocabu-lary, it can be very powerful.

Consider the length of your introduction and the amount of content to include. If you are to be the main speaker at a one-day seminar it may be pertinent to spend two to three minutes outlining your experience, enabling participants to draw upon it and direct questions appropriately. In a meeting, on the other hand, when participants make short round-the-table introduc-tions you may need to restrict yourself to a just a few words.

Stuart Jones, 20 years working in telecommunications with a focus on operational processes and automation

Even in a few words it is usually possible to articulate clearly the nature and depth of your experience, building credibility and outlining your potential contributions.

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Positioning: thE corPoratE introductionHaving introduced the members of the consulting team, con-sider whether you need to present the proposition of your organization as a whole. Organizational assets also constitute an important part of your proposition, but careful consideration will be needed with regard to your approach and the time taken to present them. Avoid turning the dialogue into a lengthy com-pany presentation unless this has been specifically requested. Organizational accolades are important, clients often say, but really it is the team that you get who will make the difference.

A consulting company employed the general practice of including a few introductory slides describing references and corporate capabilities at the beginning of each client presentation. This material, whilst potentially interesting to first-time clients, was rather standard in nature. When one such presentation was delivered to a client in the Middle East several minutes were spent covering the introductory slides. When the consultants then moved on to the main topic of discussion, the client remarked: Now finally the selling is over. Lets get down to business!

As this example illustrates, a delicate balance is required. Of course we want the client to understand our corporate creden-tials, but too great an emphasis on this will result in the per-ception of selling. A technique that can be used to achieve this balance is to provide the client with what is informally referred to as a hook. Having introduced the individuals at the table, the consultant leading the dialogue may make a statement such as:

Clearly our company brings significant experience in the logistics industry related to automation solutions. Would you like to hear more about our references, or should we move on to discuss the issue at hand?

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What you are doing is giving the client an option to decide whether they want to hear about your companys background and references at this point. Experience suggests that nine out of ten clients generally decline the offer, stating that references can be provided later in documented form, and are more inter-ested in continuing to the main discussion. In some cases, how-ever, your client may be curious, latch on to the hook, and ask a specific question such as, Do you have any references in the area of warehouse management automation? Have your ref-erence material on stand-by and be prepared to answer such questions if they come up.

The competitive aspect of positioningConsulting is a highly competitive business, and clients often invite multiple firms to tender for assignments. As we have sug-gested, the careful selection of appropriately skilled resources to form a consulting team is an important point of evaluation for a client. Clear articulation of such capabilities during the introduction can create a tactical advantage over competitors and should not be underestimated.

Two large consulting firms Company A and Company B were competing for a large consulting assignment. They were invited to a common meeting by the potential client to present their views on the optimal solution approach. Each firm sent five representatives to the meeting.

When the representatives from Company A made their introductions they were professional although somewhat brief, introducing themselves with titles such as senior consultant, project manager and solution architect. Some referred to a specific domain of expertise, others did not. When the representatives from Company B introduced

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themselves, they had clearly considered in advance exactly what each person was going to say. They had identified the exact experience that should be emphasized in the context of each consultants role, together with previous project ref-erences that should be mentioned.

This proved to be an effective and tactical move. Although both firms had substantial experience in the domain, the second firm was perceived to be better qualified due to the clarity with which its representatives had positioned themselves.

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chaPtEr summaryCredibility is fundamental to anyone working in a consult-ing-related role. As consultants we regularly meet with new stakeholders and we are required to build credibility quickly. Establishing credibility is also the first step in the client rela-tionship building process.

The building of credibility usually starts with the clear articu-lation of an individuals consulting proposition in the form of a personal introduction. This should not be regarded as a selling exercise, but rather a process of presenting credentials and evidence.

An effective personal introduction should be objective, tan-gible, relevant and concise. Vague terms or statements should be avoided. Consider the words that you will use to introduce yourself next time you meet a new client. What expertise and experience makes you qualified to address your audience on the topic? How can it be articulated? How can it be quan-tified? Should the broader assets of your organization be referred to?

If you are competing for a consulting assignment, consider the competitive aspect of positioning carefully. If you are per-ceived to be better positioned for the work than your com-petitors, it will provide you with a clear advantage.

If you are a graduate applying for a consulting position, con-sider how you will build credibility at an interview. Could you tell us something about yourself? is a common opening question. How will you combine your personal, academic and extracurricular background into a concise, interesting and relevant account?

Two consultants who applied the techniques described in this chapter for the first time made the following observations. The first consultant had been tasked with the delivery of a presenta-tion to a group of client executives in Australia.

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It was very interesting. I tried out some of the techniques related to positioning. I spent a little more time introduc-ing myself than I would usually do, and included more spe-cific references with respect to my experience. The clients paid much more attention than usual, and asked some very interesting questions.

The second consultant referred to a client meeting that she had participated in as part of a consulting team in North America.

I was the only one to make a good introduction of myself at the beginning of the session, and I received the most questions!

About the AuthorSamir Parikh is a Principal Business Consultant, Practice Manager and Consultancy CEO with more than 20 years of experience in consulting and cross-border change management within the telecommunications, automotive and pharmaceuticals industries.

He is currently the CEO of SP Consulting, a global provider of business consulting, organizational strategy and change management related services, specialized in helping large enterprises transform into consulting-based organizations. With its head offices in Stockholm, the company is truly global, having delivered successful consulting assignments in more than 50 countries; many of its clients being large multi-nationals, working across industry sectors such as telecommunications, information technology, automotive, pharmaceuticals and financial services. He also speaks as a guest lecturer at the Stockholm School of Economics, the Stockholm Marketing Academy, McGill University (Montreal) and the Universities of Hull and Loughborough.

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Like what youve read here? Then get yourself a copy of The Consultants Handbook and gain:

An understanding of the key variables that can be addressed in order to improve ones own consulting performance

A set of simple practices that can be implemented with immediate benefit to the reader

Practical insight into day-to-day real life consulting interactions

Confidence to implement the new ideas and approaches

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