Becoming an Internal Consultant

Culturally over the last 10 years there has been a significant shift in the attitude and behaviours needed from professionals. Where as once it was expected that we deliver predictable repeating work behaviours it is now much more about meeting specific needs of customers both internal and external to our organisations. The implication is that the delivery of workplace effectiveness has for many become about first understanding, in detail, the needs of teams, the organisational and cultural context they operate within as well as designing specific bespoke solutions. This cultural shift is reflected in the demands of ever changing roles within our organisations and the new need to rely on the traditional skills of consultancy in order to deliver results expected of us.”

Picture this recent example:

A team leader is having problems because the data he finds on the internal system is never accurate. They phone the IT helpdesk and ask them to look at the issue, the IT team look into the programming of the system, they guess it is human error and make some alterations to ensure the data is better presented. Another department who also use this system now discover that the data they normally input has now moved around and is less easy to enter based on their systems of working. As a result they start to make mistakes. Our original team leader calls the IT helpdesk again to say “thank you for the cosmetic changes but the system is still as bad as ever, maybe even worse now!”. The IT people feel unappreciated and that they have had their time wasted.

Now imagine scaling this behaviour to the level of a large complex organisation and think about the impact on your productivity ….and on your culture!

Lets picture the same scenario with the mindset of internal consultancy:

The team leader on discovering the issue schedules some time with the department that enter the data, they sit with their counterpart and explore how the data is collated and how it is inputted. They discuss the reasons behind each step and the results that are expected, they explore ways that mistakes can be reduced and jointly create a wish list to give the IT team. They contact the IT team and explain what they have discovered and what they would like to see, the IT team member explores what they mean, why they need what they need and how they will be using the system in a practical hands on way. The IT person makes amendments based on what they have been told and goes back to the two originators with a ‘draft’ system change. They both agree is works for them. The system is put ‘live’ and after 1 week the two team members meet to discuss how the new set-up is working, they are happy, they go and find the IT colleague to thank them for helping out.

This is not rocket science but it really does work!

 

Programme Objectives

» How to uncover and effectively question for needs
» Creating a sense of urgency for change
» Presenting bespoke tailored solutions
» Overcoming objections and concerns

 

Agenda

Needs analysisUnderstanding what we offer isn’t what people ‘buy’

Effective questioning techniques for needs

Learn a strategic consultancy track

Listening for unsaid issues and messages

How to dig deeper and think beyond ‘silos’

Overcoming objectionsHow to predict and meet objections before they arise

Learn a process to handle objections

Understand 4 key techniques to overcome objections

Discover how to use cushioning to build trust

Presenting a solutionDistinguishing our solution from that of historical ones

Pitching on value rather than time, cost or effort

Presenting solutions that hit each need

How to use word pictures to motivate

Securing the Next StepDiscuss methods of gaining commitment

Learn how to create a sense of urgency

Agree effective ways of tracking success

How to review and follow up