Management Consulting: Building Client Relationships

Transcription

1 Management Consulting: Building Client Relationships 1 Barbara A. Mather, Ph.D. M a t h e r C o n s u l t i n g G r o u p, I n c. O c t o b e r 6, L O Y O L A M A R Y M O U N T U N I V E R S I T Y ( L M U )

2 Agenda 2 I. Brief Introductions II. III. IV. Single Most Important Factor Building Relationships Important Mindsets and Attitudes V. Barriers to Building Effective Relationships VI. VII. Relationship Pitfalls Management Consulting Example VIII. Appendix - Trusted Theorists

3 Introductions Simple Exercise 3 What is the most important factor to YOU when building relationships with others?

4 Single Most Important Factor TRUST! 4 David H. Maister, Charles Green, and Robert Galford, THE TRUSTED ADVISOR, (2000) Simon & Schuster

5 Types of Relationships 5 David H. Maister, Charles Green, and Robert Galford, (2000). THE TRUSTED ADVISOR, Simon & Schuster.

6 Evolution of Relationships 6 David H. Maister, Charles Green, and Robert Galford, (2000). THE TRUSTED ADVISOR, Simon & Schuster.

7 Insights into Building Trust into Relationships 7 1. Grows, rather than just appears 2. Is both rational and emotional 3. Presumes a two-way relationship 4. Is intrinsically about perceived risk 5. Is different for the client than it is for the advisor One does the trusting, and the other is trusted; if you are incapable of trusting others, you probably cannot be trusted 6. Is personal not institutional. David H. Maister, Charles Green, and Robert Galford, (2000). THE TRUSTED ADVISOR, Simon & Schuster, P. 22.

8 Important Mindsets & Attitudes 8 1. Ability to focus on the other person 2. Self-confidence 3. Ego strength 4. Curiosity 5. Inclusive professionalism Dr. BAM s : a) Self-awareness b) Sense of humor/sense of fun c) Humility we all make mistakes! d) Tenacity / commitment e) Engagement David H. Maister, Charles Green, and Robert Galford, (2000). THE TRUSTED ADVISOR, Simon & Schuster, P. 22.

9 Trust Barriers in Relationships 9 Consider some obstacles to building trust: Resistance from organizational leaders and/or employees Styles, personalities, unconscious bias, prejudice Insufficient resources: Time, Resources, Capital, other Division between functional areas, e.g. Sales & Operations Mistrust of outsiders Consultant Fatigue

10 Relationship Pitfalls 10 Avoid making snap judgments about other people Avoid negativism or criticism of client s world Avoid organizational politics care to not let down your guard Understand the client s perspective and don t talk over their heads; avoid consultant speak If client can t grasp what you are saying, talk to them in a way you might talk to your parents If you want to move them from Point A to Point B, you have to understand Point A Take away your client s worries don t add to them

11 Management Consulting Organizational Change Example 11 Strategy Framework & Trust Example

12 Org. Change Mgmt. Strategy Framework Inputs Requirements Definition Phase1 Requirements (if applicable) Definition Phase 2 (if applicable) Current Processes Review OR Implemen -tation Sponsors Assumptions Priorities Prior Findings BU/Org Feedback Leadership Internal or- External Surveys Org. Structure Span of Control Approved Headcount Phase 1 Outcome Changes to Mgmt. External Acquisitions New Roles Revised Roles Redundant Roles Contractor Needs Staffing Process Technical Skills Business Skills Org. Structure Span of Control Approved Headcount Phase 2 Outcome Changes to Mgmt. New Org Needs New Roles Revised Roles Redundant Roles Contractor Needs Staffing Process Technical Skills Business Skills Develop Change Management Plan Review Requirements w/stakeholders Hiring Headcount Budgeting Compensation Restructuring In/Outsourcing Training HRIS Org. Design/ Structure Program Office & HR Corrective Actions Iterations Dependent on Phases Leadership Legal Communication Events Celebrate or Transition Completed --/--/-- Completed --/--/-- Completed --/--/-- Completed --/--/-- Completed --/--/-- NOW --/--/---- OCM Communications timely, inclusive, transparent, and relevant 12

13 Appendix 13 I M P O R T A N T T H E O R I S T S W H O H A V E C O N T R I B U T E D T O U N D E R S T A N D I N G H U M A N & O R G A N I Z A T I O N A L B E H A V I O R S

14 Relevant Theories & Theorists Human development/developmental stage theory Jean Piaget Learning Styles Theory Malcolm Knowles Meaning-making, evolutionary stages Robert Keegan Social Exchange Theory - Homans, Thibaut, Kelley, & Blau Organizational change; action science Chris Argyris Transformational change; meaning making Jack Mezirow Leadership, team theory, management education, MBOs Peter Drucker Leadership studies, prolific author - Warren Bennis Social change; group dynamics; action research; B=f(P, E) - Kurt Lewin Organizational theories; org. decision making James March Organizational culture; career anchors Edgar Schein Self-efficacy believing in oneself to take action Albert Bandura Appreciative Inquiry (AI); 4 Ds David Cooperider 14