Monday, December 20, 2010

Being an internal consultant-experts and notes from reading” Management consultancy:

The consultant is part of the system to which he is giving advice, guidance and support. It is important for him to retain his independence versus avoiding colliding with the status quo in the organization.
''He is aware of the dependencies between all sub systems and understands the risk of both influencing and being influenced. It is vitally important for him to manage the demand /supply for his service and the perception of his role within the organization.''

Role main Objectives
 Positioning is important for internal influencing and power. When linked to a CEO, the role suggests the participation in broad business improvement initiatives. The role includes treating highly sensitive data with confidentiality, Building a reputation as a person of integrity, Drive /energy needs to be self managed. He is expected to enhance internal capabilities over a prolonged period of time .He is close to the business and his advice is  trustworthy .The internal consultant knows the organization , its processes, its people, its context, its culture, as well as being sensitive to what does and does not work .
 Competencies and Skills
§  Seeing the whole picture of the organization by influencing long term strategic direction
§  Follow through consequences of implementation
§  Feeling of belonging
§  Greater sense of achievement
He earns trust and credibility; he is valued for long term success and trusted with sensitive information. He is capable of retaining learning within the organization and transferring capability across the organization.
§  Collusion and infection by internal culture
§  Adopting clients behaviors with no provision of independent challenge
§  Pressure to conform to the existing power base
§  Getting hands on – challenge of remaining at the strategic level
§  Overloading and undervalued especially in public sector when it is a free resource
§  Customer focus
§  Energy
§  Enthusiasm
§  Mastery of essential tools

Particular competencies are important
§  Extremely well developed systems thinking
§  Awareness of organizational dynamics
§  Deep awareness of the client biases and values in order to retain an independent view as much as possible
§  Think conceptually and extract simple patterns from the internal complexities of the organization
§  Challenge internal decisions and directions while sustaining working relationships
§  Ability to confront within a long term relationship
§  Ability to coach ,share best practice and transfer skills
§  Relationship building
§  Enthusiasm
§  Systematic thinking
§  Resilience
§  Optimism
The things that might make a difference and assist him in his achievements
§  Suitable support networks – inside /outside-discuss situations with someone you trust-receive support/encouragement
§  Balance- work long hours home/leisure – separate social life- sport /leisure/interests
§  Positive thinking – deep resources of energy and stamina
§  Preserve time for your own professionalism and social networks from previous jobs
§  Keep in touch with current trends and developments through conferences, webinars, professional websites, books and social media – you plc
§  Whole systems approach
§  Tolerate ambiguity
o   “When people ask what I think they should do, I rarely answer the question – I run the questions through one of my models and I will describe how the process worked its way through an industry quite different “—
Representative Situations
1-      Retaining independence and integrity even when confronted with political issues or senior managers trying to exercise their power.
2-      Respect mutual respect rules - Tensions emerge when either individuals starts using his position / authority to work the power systems in the organizations without involving the other.
3-      Working in partnership with external consultants for the benefit of the organization
4-      Taking risks based on a belief in one’s professional judgment and experience
5-      Leveraging learning and development across the organization
6-      Letting go their own agendas- not using the role to promote themselves and learning how to facilitate rather than prescribe – achieve results from a facilitation perspective

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