consulting skills so you think you will make a good consultant?
TRANSCRIPT
Consulting SkillsConsulting Skills
So you think you will make So you think you will make a good consultant?a good consultant?
ContentsContents What is a consultant?What is a consultant?
What does a consultant do?What does a consultant do? Why are consultants used?Why are consultants used? Types of AssignmentsTypes of Assignments Range of problemsRange of problems Qualities of a consultantQualities of a consultant
ProposalsProposals Consulting ProcessConsulting Process
ResearchResearch FrameworksFrameworks Common ToolsCommon Tools Stages of ConsultancyStages of Consultancy
Contents Contents contcont
ReportingReporting Report FormatReport Format Golden RulesGolden Rules PresentationPresentation
Art of ConsultingArt of Consulting Culture of consultingCulture of consulting Managing ExpectationsManaging Expectations
Further ReadingFurther Reading
What is a consultant?What is a consultant?
An expert who is called on for An expert who is called on for professional or technical advice or professional or technical advice or opinionsopinions
very skillfulvery skillful having much training & knowledge in a having much training & knowledge in a
special fieldspecial field
A consultant must be an effective A consultant must be an effective learnerlearner
capable of acquiring knowledge and skill capable of acquiring knowledge and skill from experiencefrom experience
with or without trainingwith or without training
Light hearted definition of a consultant:Light hearted definition of a consultant:
A consultant is someone who A consultant is someone who comes in, borrows your comes in, borrows your watch, tells you what time it watch, tells you what time it is, keeps the watch, & is, keeps the watch, & charges you an exorbitant charges you an exorbitant feefee
What does a consultant What does a consultant do?do?
A consultant is usually outside the client A consultant is usually outside the client organizationorganization
Consultants learn about their clients from Consultants learn about their clients from observing themobserving them
it is what they learn that they shareit is what they learn that they share
Sees through fresh eyes what is obviousSees through fresh eyes what is obvious Comes up with “common sense” solutionsComes up with “common sense” solutions But “common sense” is that commonBut “common sense” is that common
A consultant helps others profit or learn A consultant helps others profit or learn from their own experiencefrom their own experience
helps clients see the value of their experiencehelps clients see the value of their experience so fees are rarely seen as "exorbitant"so fees are rarely seen as "exorbitant"
Why are consultants Why are consultants used?used?
Providing specialist knowledge & skillsProviding specialist knowledge & skills New techniques & methodsNew techniques & methods
Supplying intensive assistance on Supplying intensive assistance on temporary basistemporary basis
Concentrate on short-term operational Concentrate on short-term operational problemsproblems
Contribute to long term conceptual strategiesContribute to long term conceptual strategies Impartial outside viewpointImpartial outside viewpoint
Alternative to personal & existing traditions Alternative to personal & existing traditions within firmwithin firm
Proving management with argumentsProving management with arguments Use consultants to support a management Use consultants to support a management
ideaidea
Types of AssignmentsTypes of Assignments Management SurveyManagement Survey
First stage of a consulting assignmentFirst stage of a consulting assignment Gain valuable information to make Gain valuable information to make
decisionsdecisions Special surveys & studiesSpecial surveys & studies
Feasibility studies for new investmentFeasibility studies for new investment Market researchMarket research Consumer attitudesConsumer attitudes
Solutions for defined problemSolutions for defined problem New organisation chartNew organisation chart Re-engineering of businessRe-engineering of business Management information systemsManagement information systems HR Planning, performance measurement & HR Planning, performance measurement &
rewardreward
Types of Assignment Types of Assignment contcont
Project ImplementationProject Implementation Actually manage programmesActually manage programmes Selecting & training personnelSelecting & training personnel Change managementChange management
Advisor roleAdvisor role Answering specific questions when Answering specific questions when
askedasked Expressing an opinionExpressing an opinion Dispute managementDispute management
Consultants PrayerConsultants PrayerGrant me:Grant me:
COURAGECOURAGE to change what I can to change what I can
PATIENCEPATIENCE to accept what can’t to accept what can’t be changedbe changed
WISDOMWISDOM to know the to know the differencedifference
Range of problemsRange of problems
Corrective, progressive & creative Corrective, progressive & creative problemsproblems
Rectify a deteriorating situationRectify a deteriorating situation Improve an existing situationImprove an existing situation Create a new situationCreate a new situation
Management functions & techniquesManagement functions & techniques Financial, Marketing, HR, Production, Financial, Marketing, HR, Production,
StrategyStrategy
Technological & SocialTechnological & Social Relationship between technology & labour Relationship between technology & labour
forceforce
Qualities of a consultantQualities of a consultant
Extroverted rather than IntrovertedExtroverted rather than Introverted you will be visiting clients who you haven't you will be visiting clients who you haven't
known beforeknown before Need to get along well with team membersNeed to get along well with team members
Perceptive Rather than JudgmentalPerceptive Rather than Judgmental Spend time hypothesizingSpend time hypothesizing PerceptivePerceptive Flexible given travel schedules & need to Flexible given travel schedules & need to
adapt quickly to client's needsadapt quickly to client's needs Have tolerance for ambiguityHave tolerance for ambiguity
Qualities of a consultant Qualities of a consultant contcont
Thinking Rather than FeelingThinking Rather than Feeling logical & objectivelogical & objective Don’t get involved in client politics, but Don’t get involved in client politics, but have empathy & sympathize with team have empathy & sympathize with team
membersmembers
Sensing & IntuitiveSensing & Intuitive Realist - see what is actualRealist - see what is actual Visionary - intuitively "see" where a Visionary - intuitively "see" where a
company or industry is goingcompany or industry is going
Bad consultancy Bad consultancy qualitiesqualities
Sees problems & not solutionsSees problems & not solutions Identifies reasons why something can’t Identifies reasons why something can’t
happenhappen don’t know how to fix itdon’t know how to fix it
Baffles with scienceBaffles with science play with flipcharts, slides & PowerPoint play with flipcharts, slides & PowerPoint
presentationspresentations make booming pronouncements that no one make booming pronouncements that no one
can understand can understand make client wonder if there’s more than a make client wonder if there’s more than a
little more smoke & mirrors than real little more smoke & mirrors than real consultancyconsultancy
Bad consultancy Bad consultancy qualities qualities contcont
Does the “job”Does the “job” no more, no less & leave clients no more, no less & leave clients
without a workable solutionwithout a workable solution Sticks to TORsSticks to TORs Gives client what they asked forGives client what they asked for But not what they need to succeedBut not what they need to succeed
Over analyzeOver analyze Takes problem apartTakes problem apart Analyzes to anal detailAnalyzes to anal detail Leaves client worse offLeaves client worse off
ProposalsProposals
Our understanding of services Our understanding of services requiredrequired
shows that you understand the subject – you shows that you understand the subject – you should give some background knowledge to should give some background knowledge to demonstrate that you understand sectordemonstrate that you understand sector
Our company’s experienceOur company’s experience shows what you have done in the pastshows what you have done in the past
Our comments on the TORsOur comments on the TORs your chance to make comments to improve your chance to make comments to improve
the TORs, or clear up any misunderstandingsthe TORs, or clear up any misunderstandings
Proposals Proposals contcont
Our approach to the assignmentOur approach to the assignment how you will do the work, what methodologies & how you will do the work, what methodologies &
tools you will usetools you will use
Our teamOur team who will do the work, short cvs of the people & who will do the work, short cvs of the people &
why they are the best peoplewhy they are the best people
Our work-planOur work-plan a time bound plan of who does what & whena time bound plan of who does what & when
Our financial proposalOur financial proposal how much it will cost - number days, at what how much it will cost - number days, at what
rate, for each person in team, plus estimate of rate, for each person in team, plus estimate of expensesexpenses
Proposals Proposals contcont
AnnexesAnnexes Company profileCompany profile List of similar workList of similar work Full Full curriculum vitaecurriculum vitae of each team of each team
membermember Anything else to support your proposal Anything else to support your proposal
Typical Consulting Process
ResearchPlan
Conduct Desk Research
Conduct Primary Research
Conceptual
Framework
Strategic
Framework
Typical Implementation Process
Organization Framework Training
Framework Monitoring & Evaluation
ResearchPlan
Research Plan: Taking the time upfront to develop a research plan will help to ensure the research program acquires the correct data in a productive and timely fashion. A good plan will typically have five components:
1 - Research objectives2 - Data required 3 - Potential sources4 - Preferred collection methods 5 - Estimated timeline
Conduct Desk Research
Desk Research: This is the identification and collection of existing qualitative (press releases) and quantitative (UN/World Bank/Official Govt reports, Development Plans) data from on-line (internet) and off-line (UN, manuals, published material) sources:
•Desk research source for most data on strategy development•Persistence & creativity important to successful desk research•A wide variety of data sources are generally required•More valuable data is becoming available on-line•Some of the best data sources are still off-line
Conduct Primary Research
Primary Research: This involves the creation of new information and insight, which is tailor-made to get the data required:
•Provides information that is exclusive, unpublished, new & unique•Uses interviewing, most common primary research method, to collect data•Uses focus groups to collect qualitative data from small groups•Uses large-scale, quantitative research techniques to collect data from a large sample
Interview Methods to CollectQualitative Data
•Structured face-to-face interviews•Structured telephone interviews
•Unstructured face-to-face interviews•Unstructured telephone interviews•Guided conversations
Interview Methods to CollectQuantitative Data
The type of data to be collected, and that which is available, strongly influences the method used to collect it.
•Collecting quantitative data requires a more structured method, and, conversely, •Collecting qualitative data can use a less structured, less formal approach
Unstructured interviews are quite conversational, whereas
Structured interviews follow a detailed, specific interview guide
Interview Methods to CollectQuantitative Data
• Unstructured face-to-face interviews• Unstructured telephone interviews• Guided conversations
Interview Methods to CollectQualitative DataUnstructured Interviews
•Structured questionnaire
•Mixture of open and closed questions to maintain interest
•Conversational rather than questions only
•Topical issues and areas, with more open questions than closed
•Need to probe into areas of interest!
Structured InterviewsR
ecord
ing
R
esp
on
ses
Ch
ara
cte
rist
ics
•Written responses/ structured response sheet
•Ranking/ scoring & categorical responses
•Numerical data
•Written responses/tape recording
•Some ranking/categorical responses
•When clear what questions to ask•When the data collection is quantifiable or numerical
•At the beginning of interviewing•When working out what questions to ask as part of designing a quantitative approach
•When canvassing for opinions/ quotes
Wh
en
to
use
Interviews
•Interaction generates new ideas, exchanges of opinion—can be very creative
•Allows understanding/ sense of the group’s opinion
•Allows comparison & contrasts of the reactions of different groups (men versus women, young versus old)
•More opinions more quickly•Wider range of views •Good value for money
•Avoids peer group pressure•Allows people to voice less acceptable views
•Allows focus on an individual’s opinion•Where sample difficult to recruit, represents easier recruitment than for focus groups
•More expensive
Focus Groups
Advantages & Disadvantages of Advantages & Disadvantages of chosen methodschosen methods
Conceptual Framework
Analysis of primary & secondary data to develop conceptual framework to deliver resources to achieve results - guiding principles:
The project must take into consideration the objectives of existing main stream development plans: National SME Development Plan, Socio-economic development plan, Poverty Reduction Plans, Programme Documents
There should be effective project management: Ensures quality & cost effectiveness
Conceptual Framework
Guiding principles (cont)
There must be transparency & effective supervision: Encourages probity & transparency leading to a fair distribution of economic benefits
Private sector participation & empowerment must be encouraged: Overarching principle; creates ownership &livelihood opportunities
Strategic Framework
Defines how the conceptual framework can be implemented by knowing & understanding development issues Develops the strategic objectives to address the development issues Determines the interventions/ activities that are needed to achieve the objectives Allocates responsibilities & time frames to these interventions States the desired end results, which will address the defined issues
Strategic FrameworkStrategic Framework
Statement of Problem
to be addressed
Objective ofIntervention
Activities Responsible
Dept & Timescale
Desired endresult
What is the problem?
How does it affect the business environment?
How are women affected?
What is the scale of the problem?
Who has identified the problem?
Private Sector & Authorities contribute to all steps in this process
Has the objective been clearly stated?
Which sub-Component does it address?
Have women & the SMEs been consulted?
Has each step in the process been defined?
Are the steps logical?
Are women & SMEs involved in the process?
Who is responsible & accountable for the activities?
When will the process start & end?
What is the intervention going to produce?
What are the expected outcomes from the intervention?
How will the intervention improve lives of women?
Organizational Framework
Defines how the programme is institutionalized, how it works, collaborates & integrates with existing institutions, Government, Donors, non-governmental organisations, groups & communities
Defines roles & responsibilities of key players at each phase of programme
Training Framework
Defines training needs:
To sensitize officials to development needs of SMEs: customer orientation, needs of SMEs, gender issues, how to assess needs, how to prioritise planning, how to develop action steps & work-plans, need for transparency
To sensitise professionals to needs of SMEs: lawyers & legal; accountants & audit; technicians & technology
Training of business counsellors: leadership, principles of counselling, problem solving, decision making, health & safety
Training Framework
SMES: how to manage their business, entrepreneurship, production & process management, marketing & market research, costing & pricing, human resource management & labour safety
For BDS suppliers: how to deliver services, how to be profitable & how to please your customer
Training of business associations: transparency, empowerment, mobilisation of members, participation & monitoring
Monitoring & Evaluation
Defines project governance: project management team, project steering group, procurement & financial management procedures
Defines monitoring process & techniques: development of performance indicators & measurement methods; supervision of programme quality & cost control; adherence to project objectives; involvement of private sector; monthly or quarterly reporting; mid-term evaluation of the progress
Defines evaluation techniques: evaluation team : framework for evaluation - quality & value for money, transparency; adherence to project principles – involvement of private sector; project & financial management
Common ToolsCommon Tools
SWOTSWOT StrengthsStrengths WeaknessesWeaknesses OpportunitiesOpportunities ThreatsThreats
PESTPEST PoliticalPolitical EconomicEconomic SociologicalSociological TechnologicalTechnological
Common ToolsCommon Tools logFRAMElogFRAME
InterventionMeasurableIndicators
Means of Measurement
Risks &Assumptions
GOALGOAL
PURPOSEPURPOSE
OUTPUTSOUTPUTS
ACTIVITIESACTIVITIES
What are What are the the
indicators indicators which can which can
be be measured:measured:QuantityQuantityQualityQualityTimeTimeWhoWho
WhereWhere
How to How to verify verify
measure measure of of
success?success?
What What data?data?
Where to Where to find it?find it?
How How often?often?
What What forces forces
within & within & external external
will will prevent prevent successsuccess
Pre-conditionsPre-conditionsCosts: budgetCosts: budgetMeans: Means: what what
resources resources are are
neededneeded
Stages of ConsultancyStages of Consultancy
LeadLead Expression of InterestExpression of Interest ProposalProposal ContractContract
InceptionInception Phase 1 ….nPhase 1 ….n Exit StrategyExit Strategy
Identifying & winning work
Implementation & Delivery
Report FormatReport Format
Executive SummaryExecutive Summary Short, easy to read, summary of the report Short, easy to read, summary of the report
Findings, analysis & recommendationsFindings, analysis & recommendations
IntroductionIntroduction Background to the assignment & sectorBackground to the assignment & sector
MethodologyMethodology Description of your approach, Description of your approach,
methodologies & tools used to conduct methodologies & tools used to conduct assignmentassignment
FindingsFindings Report on major findings of assignmentReport on major findings of assignment Highlights of most interesting findingsHighlights of most interesting findings
Report Format Report Format contcont
Analysis of findingsAnalysis of findings Comment on findings & what they Comment on findings & what they
meanmean Your understanding of findingsYour understanding of findings Sometimes referred to as ConclusionsSometimes referred to as Conclusions
RecommendationsRecommendations Your suggestions for solutionsYour suggestions for solutions Strategic directionStrategic direction Implementation/action planImplementation/action plan LogFRAMELogFRAME
Report Format Report Format contcont
AnnexesAnnexes Terms of referenceTerms of reference Tools & methodologyTools & methodology Survey/questionnaireSurvey/questionnaire Detailed findingsDetailed findings Detailed implementation/action planDetailed implementation/action plan LogFRAMELogFRAME Maps & diagrammes as appropriateMaps & diagrammes as appropriate
Golden rulesGolden rules KISSKISS
Keep it Simple & Short!Keep it Simple & Short! Good theories can be explained to a childGood theories can be explained to a child
Write clear summaryWrite clear summary Major findings & analysisMajor findings & analysis Major recommendationsMajor recommendations
Justify all findingsJustify all findings Give examples of where Give examples of where
recommendations have worked beforerecommendations have worked before List similar projects/programmesList similar projects/programmes Prove tried & tested track recordProve tried & tested track record Demonstrate applicability to client’s Demonstrate applicability to client’s
needsneeds
Golden rules Golden rules contcont Use graphics & tables to illustrate findingsUse graphics & tables to illustrate findings
Reference tables & graphics in main textReference tables & graphics in main text Explain tables & graphicsExplain tables & graphics
Put detail in AnnexesPut detail in Annexes All annexes should have a reference from All annexes should have a reference from
main textmain text Date reportDate report
Have clear & attractive coverHave clear & attractive cover Include clients logo, your logo, date of reportInclude clients logo, your logo, date of report
Include Contents pageInclude Contents page Include list of abbreviations, glossary of Include list of abbreviations, glossary of
termsterms
PresentationPresentation Draft a ppt to present major items from Draft a ppt to present major items from
reportreport KISSKISS No more than 5-6 bullet pointsNo more than 5-6 bullet points
Do not repeat reportDo not repeat report Do not use too many words on slidesDo not use too many words on slides
Use graphics & tablesUse graphics & tables Keep them simple & clearKeep them simple & clear
20 Minutes maximum20 Minutes maximum Unless client wants longerUnless client wants longer Leave plenty of time for questions & Leave plenty of time for questions &
answersanswers
Art of ConsultingArt of Consulting
Help the client save faceHelp the client save face Do not “sweep problems under the rug.” Do not “sweep problems under the rug.” Good consultants know that problems Good consultants know that problems
occuroccur Face brutal reality but still find ways to Face brutal reality but still find ways to
support clientsupport client Use positive versus negative languageUse positive versus negative language
There is always a positive way of saying There is always a positive way of saying somethingsomething
Assume the best of intentions & actionsAssume the best of intentions & actions Client actions would have been for bestClient actions would have been for best But they may have been misguidedBut they may have been misguided
Art of Consulting Art of Consulting contcont
See big pictureSee big picture Your clients aren’t running their business Your clients aren’t running their business
in vacuumin vacuum Good consultants listen to their clients & Good consultants listen to their clients &
try to understand the overall contexttry to understand the overall context
ListenListen Put things in contextPut things in context
Find out what the organization is trying to Find out what the organization is trying to do do
Do not “play politics” Do not “play politics” Try to find win/win solutionsTry to find win/win solutions
Art of Consulting Art of Consulting contcont
Think like a clientThink like a client Often preached, seldom practicedOften preached, seldom practiced Pretend that you are any of the real Pretend that you are any of the real
people at client people at client Think about their boss, their boss’s bossThink about their boss, their boss’s boss How will your help benefit them as well How will your help benefit them as well
as business? as business? What damage could you do if you didn’t What damage could you do if you didn’t
do your job right?do your job right? What could you, the consultant, do to What could you, the consultant, do to
gain their trust? gain their trust?
Art of Consulting Art of Consulting contcont Don’t be one of the gangDon’t be one of the gang
You are coach to their team; but you are You are coach to their team; but you are not on their team not on their team
Be a friendly consultant but not their Be a friendly consultant but not their friend. friend.
Maintain a professional distance by being a Maintain a professional distance by being a notch or two more formal at all times than notch or two more formal at all times than you would with coworkersyou would with coworkers
Stay away from “sugarcoating”Stay away from “sugarcoating” Keep client informed even if it means Keep client informed even if it means
giving bad newsgiving bad news Be tactful but direct enoughBe tactful but direct enough
Have a solutionHave a solution Work out a solution before you give bad Work out a solution before you give bad
newsnews
Culture of Consulting Culture of Consulting
Care about clientCare about client Never let client failNever let client fail Make client feel goodMake client feel good
Keep “client success” in mindKeep “client success” in mind Write this goal in your mission Write this goal in your mission
statementstatement Keep orienting your thinking to clientKeep orienting your thinking to client
Maintain relevanceMaintain relevance Don’t confuse clientDon’t confuse client Draw conclusions – don’t assume Draw conclusions – don’t assume
anything is inferred or understoodanything is inferred or understood
Managing ExpectationsManaging Expectations
Manage expectations or be managed!Manage expectations or be managed! Expectations are deeper & broader than Expectations are deeper & broader than
requirementsrequirements
Expectations are client's vision of future Expectations are client's vision of future statestate
usually unstated but critical to assignment usually unstated but critical to assignment successsuccess
work towards same goalswork towards same goals project targets are less preciseproject targets are less precise performance criteria are demandingperformance criteria are demanding presentations or deliverables allow clients to presentations or deliverables allow clients to
judge performancejudge performance
Managing Expectations Managing Expectations contcont
Primary measure of successPrimary measure of success Satisfaction is how close you have Satisfaction is how close you have
come to client expectationscome to client expectations NOT how close to wording of contract NOT how close to wording of contract
or scope of workor scope of work
Expectations drive client's actions & Expectations drive client's actions & decisionsdecisions
Not their everyday dutiesNot their everyday duties Not your rational explanationsNot your rational explanations
Setting ExpectationsSetting Expectations
Expectations set by eventsExpectations set by events Something you said or didSomething you said or did
even the way you said iteven the way you said it Something client picked upSomething client picked up They are not developed in a vacuumThey are not developed in a vacuum
Capturing/Monitoring ExpectationsCapturing/Monitoring Expectations You cannot manage what you can't You cannot manage what you can't
measuremeasure You cannot manage expectations unless You cannot manage expectations unless
you monitor themyou monitor them listen to clientslisten to clients hear & understand themhear & understand them
Influence ExpectationsInfluence Expectations
Expectations may be well foundedExpectations may be well founded Consultant may need to change Consultant may need to change
approach & styleapproach & style
Managed expectations drive successManaged expectations drive success Everything else is secondaryEverything else is secondary
Set expectations at beginningSet expectations at beginning Monitor expectations duringMonitor expectations during Influence expectation before endInfluence expectation before end
S M I
Further ReadingFurther Reading EntrepreneurshipEntrepreneurship
Do you have what is takes to be an entrepreneur?Do you have what is takes to be an entrepreneur? So you want to be a success at selling?So you want to be a success at selling? So you want to be a good negotiator? So you want to be a good negotiator? So you want to communicate? So you want to communicate?
Business managementBusiness management So you want to hold a meeting? So you want to hold a meeting? So you want to understand financial statements?So you want to understand financial statements? So you want to understand non-financial aspects So you want to understand non-financial aspects
of a business? of a business? So how do business associations work?So how do business associations work? A new approach to skills developmentA new approach to skills development
Strategic PlanningStrategic Planning What is in a Strategic Plan? What is in a Strategic Plan? What is a Mission Statement? What is a Mission Statement? What is change about? What is change about?
