1. So you think you will make a good consultant?
Consulting Skills
So you think you will make a good consultant?

2. Contents What is a consultant? Proposals Consulting Process
What does a consultant do?
Why are consultants used?
Types of Assignments
Range of problems
Qualities of a consultant
Proposals
Consulting Process
Research
Frameworks
Common Tools
Stages of Consultancy

3. Contents cont Reporting Art of Consulting Further Reading
Report Format
Golden Rules
Presentation
Art of Consulting
Culture of consulting
Managing Expectations
Further Reading

4. What is a consultant?
An expert who is called on for professional or technical advice or opinions
very skillful
having much training & knowledge in a special field
A consultant must be an effective learner
capable of acquiring knowledge and skill from experience
with or without training

5. Light hearted definition of a consultant:
A consultant is someone who comes in, borrows your watch, tells you what time it is, keeps the watch, & charges you an exorbitant fee

6. What does a consultant do?
A consultant is usually outside the client organization
Consultants learn about their clients from observing them
it is what they learn that they share
Sees through fresh eyes what is obvious
Comes up with “common sense” solutions
But “common sense” is that common
A consultant helps others profit or learn from their own experience
helps clients see the value of their experience
so fees are rarely seen as "exorbitant"

7. Why are consultants used?
Providing specialist knowledge & skills
New techniques & methods
Supplying intensive assistance on temporary basis
Concentrate on short-term operational problems
Contribute to long term conceptual strategies
Impartial outside viewpoint
Alternative to personal & existing traditions within firm
Proving management with arguments
Use consultants to support a management idea

8. Types of Assignments Management Survey Special surveys & studies
First stage of a consulting assignment
Gain valuable information to make decisions
Special surveys & studies
Feasibility studies for new investment
Market research
Consumer attitudes
Solutions for defined problem
New organisation chart
Re-engineering of business
Management information systems
HR Planning, performance measurement & reward

9. Types of Assignment cont
Project Implementation
Actually manage programmes
Selecting & training personnel
Change management
Advisor role
Answering specific questions when asked
Expressing an opinion
Dispute management

10. Consultants Prayer COURAGE to change what I can
Grant me:
COURAGE to change what I can
PATIENCE to accept what can’t be changed
WISDOM to know the difference

11. Range of problems Corrective, progressive & creative problems
Rectify a deteriorating situation
Improve an existing situation
Create a new situation
Management functions & techniques
Financial, Marketing, HR, Production, Strategy
Technological & Social
Relationship between technology & labour force

12. Qualities of a consultant
Extroverted rather than Introverted
you will be visiting clients who you haven't known before
Need to get along well with team members
Perceptive Rather than Judgmental
Spend time hypothesizing
Perceptive
Flexible given travel schedules & need to adapt quickly to client's needs
Have tolerance for ambiguity

13. Qualities of a consultant cont
Thinking Rather than Feeling
logical & objective
Don’t get involved in client politics, but
have empathy & sympathize with team members
Sensing & Intuitive
Realist - see what is actual
Visionary - intuitively "see" where a company or industry is going

14. Bad consultancy qualities
Sees problems & not solutions
Identifies reasons why something can’t happen
don’t know how to fix it
Baffles with science
play with flipcharts, slides & PowerPoint presentations
make booming pronouncements that no one can understand
make client wonder if there’s more than a little more smoke & mirrors than real consultancy

15. Bad consultancy qualities cont
Does the “job”
no more, no less & leave clients without a workable solution
Sticks to TORs
Gives client what they asked for
But not what they need to succeed
Over analyze
Takes problem apart
Analyzes to anal detail
Leaves client worse off

16. Proposals Our understanding of services required
shows that you understand the subject – you should give some background knowledge to demonstrate that you understand sector
Our company’s experience
shows what you have done in the past
Our comments on the TORs
your chance to make comments to improve the TORs, or clear up any misunderstandings

17. Proposals cont Our approach to the assignment Our team Our work-plan
how you will do the work, what methodologies & tools you will use
Our team
who will do the work, short cvs of the people & why they are the best people
Our work-plan
a time bound plan of who does what & when
Our financial proposal
how much it will cost - number days, at what rate, for each person in team, plus estimate of expenses

18. Proposals cont Annexes Company profile List of similar work
Full curriculum vitae of each team member
Anything else to support your proposal

19. Typical Consulting Process Typical Implementation Process
Research
Plan
Conduct
Desk Research
Primary Research
Conceptual
Framework
Strategic
Typical Implementation Process
Organization Framework
Training
Framework
Monitoring &
Evaluation

20. Research
Plan
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 objectives
2 - Data required
3 - Potential sources
4 - Preferred collection methods
5 - Estimated timeline

21. 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

22. 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

23. Unstructured interviews are quite conversational, whereas
Interview Methods to Collect Qualitative Data
Interview Methods to Collect Quantitative Data
Unstructured face-to-face interviews
Unstructured telephone interviews
Guided conversations
Structured face-to-face interviews
Structured telephone interviews
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

24. Unstructured Interviews Structured Interviews
Interview Methods to Collect Quantitative Data
Unstructured face-to-face interviews
Unstructured telephone interviews
Guided conversations
Interview Methods to Collect Qualitative Data
Unstructured 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 Interviews
Recording Responses
Characteristics
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
When to use

25. Advantages & Disadvantages of chosen methods
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

26. 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

27. 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

28. 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

29. Strategic Framework
Statement of
Problem
to be addressed
Objective of
Intervention
Activities
Responsible
Dept &
Timescale
Desired end
result
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?

30. 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

31. Defines training needs:
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

32. 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

33. 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

34. Common Tools SWOT PEST Strengths Weaknesses Opportunities Threats
Political
Economic
Sociological
Technological

35. Common Tools logFRAME Intervention Measurable Indicators Means of
Measurement
Risks &
Assumptions
GOAL
What are the indicators which can be measured:
Quantity
Quality
Time
Who
Where
How to verify measure of success?
What data?
Where to find it?
How often?
What forces within & external will prevent success
PURPOSE
OUTPUTS
ACTIVITIES
Means: what resources are needed
Costs: budget
Pre-conditions

36. Identifying & winning work Implementation & Delivery
Stages of Consultancy
Lead
Expression of Interest
Proposal
Contract
Inception
Phase 1 ….n
Exit Strategy
Identifying & winning work
Implementation & Delivery

37. Report Format Executive Summary Introduction Methodology Findings
Short, easy to read, summary of the report
Findings, analysis & recommendations
Introduction
Background to the assignment & sector
Methodology
Description of your approach, methodologies & tools used to conduct assignment
Findings
Report on major findings of assignment
Highlights of most interesting findings

38. Report Format cont Analysis of findings Recommendations
Comment on findings & what they mean
Your understanding of findings
Sometimes referred to as Conclusions
Recommendations
Your suggestions for solutions
Strategic direction
Implementation/action plan
LogFRAME

39. Report Format cont Annexes Terms of reference Tools & methodology
Survey/questionnaire
Detailed findings
Detailed implementation/action plan
LogFRAME
Maps & diagrammes as appropriate

40. Golden rules KISS Write clear summary Justify all findings
Keep it Simple & Short!
Good theories can be explained to a child
Write clear summary
Major findings & analysis
Major recommendations
Justify all findings
Give examples of where recommendations have worked before
List similar projects/programmes
Prove tried & tested track record
Demonstrate applicability to client’s needs

41. Golden rules cont Use graphics & tables to illustrate findings
Reference tables & graphics in main text
Explain tables & graphics
Put detail in Annexes
All annexes should have a reference from main text
Date report
Have clear & attractive cover
Include clients logo, your logo, date of report
Include Contents page
Include list of abbreviations, glossary of terms

42. Presentation Draft a ppt to present major items from report KISS
No more than 5-6 bullet points
Do not repeat report
Do not use too many words on slides
Use graphics & tables
Keep them simple & clear
20 Minutes maximum
Unless client wants longer
Leave plenty of time for questions & answers

43. Art of Consulting Help the client save face
Do not “sweep problems under the rug.”
Good consultants know that problems occur
Face brutal reality but still find ways to support client
Use positive versus negative language
There is always a positive way of saying something
Assume the best of intentions & actions
Client actions would have been for best
But they may have been misguided
Think about these two comments from consultant to client: 1: “The way you have done it works but it’s only half the speed it should be” vs. 2: “The way you have done it works and we know a way to make it even faster, maybe even twice as fast.” (Note the difference, without changing meaning, that comes from using “and” in place of “but.”)
Comments from consultant to client again: 1. “If you had spent a little more time looking you could have found five software packages better than this one. This is the worst one” vs. 2. “With your busy schedule you probably needed to find a software package that worked and this one does. We have the time to look at a lot of packages.” (Note that you put your firm up without putting the client down.)

44. Art of Consulting cont See big picture Listen Put things in context
Your clients aren’t running their business in vacuum
Good consultants listen to their clients & try to understand the overall context
Listen
Put things in context
Find out what the organization is trying to do
Do not “play politics”
Try to find win/win solutions

45. Art of Consulting cont Think like a client
Often preached, seldom practiced
Pretend that you are any of the real people at client
Think about their boss, their boss’s boss
How will your help benefit them as well as business? 
What damage could you do if you didn’t do your job right?
What could you, the consultant, do to gain their trust? 

46. Art of Consulting cont Don’t be one of the gang
You are coach to their team; but you are not on their team
Be a friendly consultant but not their friend. 
Maintain a professional distance by being a notch or two more formal at all times than you would with coworkers
Stay away from “sugarcoating” 
Keep client informed even if it means giving bad news
Be tactful but direct enough
Have a solution
Work out a solution before you give bad news

47. Culture of Consulting Care about client Keep “client success” in mind
Never let client fail
Make client feel good
Keep “client success” in mind
Write this goal in your mission statement
Keep orienting your thinking to client
Maintain relevance
Don’t confuse client
Draw conclusions – don’t assume anything is inferred or understood

48. Managing Expectations
Manage expectations or be managed!
Expectations are deeper & broader than requirements
Expectations are client's vision of future state
usually unstated but critical to assignment success
work towards same goals
project targets are less precise
performance criteria are demanding
presentations or deliverables allow clients to judge performance

49. Managing Expectations cont
Primary measure of success
Satisfaction is how close you have come to client expectations
NOT how close to wording of contract or scope of work
Expectations drive client's actions & decisions
Not their everyday duties
Not your rational explanations

50. Setting Expectations Expectations set by events
Something you said or did
even the way you said it
Something client picked up
They are not developed in a vacuum
Capturing/Monitoring Expectations
You cannot manage what you can't measure
You cannot manage expectations unless you monitor them
listen to clients
hear & understand them
You can't know what the expectation setting is unless you actively search for it and continue monitoring it. You might even have to test it, to see how it's set. Think of a power switch that doesn't have "on" and "off" labels. You don't know whether it's in the on or off position, unless you switch it on and off a couple of times. You can test expectations by dropping hints and clues of your next steps and watching how they react

51. Influence Expectations
Expectations may be well founded
Consultant may need to change approach & style
Managed expectations drive success
Everything else is secondary
Set expectations at beginning
Monitor expectations during
Influence expectation before end
S M I
Once you have pinpointed the expectation and you know the source, it's time to play the influence challenge. This is what our managers usually meant when they said "manage their expectations." Often they overlook the setting and monitoring components and expect you to "talk your way" out of anything. But it's so hard to talk your way out of anything unless you address the root causes.

52. Further Reading Entrepreneurship Business management
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 good negotiator?
So you want to communicate?
Business management
So you want to hold a meeting?
So you want to understand financial statements?
So you want to understand non-financial aspects of a business?
So how do business associations work?
A new approach to skills development
Strategic Planning
What is in a Strategic Plan? 
What is a Mission Statement?
What is change about?  

53. Thank you
Garry Robert Whitby