1. Introduction to consulting essentials Calvert Markham

2. A consulting relationship can mean a range of things A contractual relationship A professional engagement With individuals With organisations

3. Elevation Learning definition: what is consultancy? Delivering specialist skills in a client environment Consultant The hierarchical organisation

4. Consultancy skills Consultant’s specialist knowledge Application Understanding organisations The area of interest...and so is this This is what you know

5. Qualifications in Professional Consulting Launched by the Institute of Consulting and their parent, the Chartered Management Institute in 2012 The qualifications fit on the national Qualifications and Credit Framework at: – Level 5, equivalent to HND – Level 7, equivalent to post-graduate Available from selected Approved Centres, of which Elevation Learning is one

6. How they work The syllabus and examination standards for a number of “units” on topics in Professional Consulting have been specified for each level Successful completion of a unit wins a specified number of credits for the learner The learner can accumulate these credits to progress from an Award, through Certificate, to Diploma at each level Level 5Level 7 Award76 Certificate13 Diploma4352 Number of credits needed for... Learners should allow up to 10 learning hours per credit to include both guided learning and private study and on-job activities

7. Why bother? To consultantsA lifelong and a public recognition of ability A powerful way of consolidating the learning on a training programme and applying it to develop performance back at work To employersExaminations provide an incentive to apply and demonstrate learning by improving performance, on the job Offering a lifelong qualification could appeal to potential recruits and also deter defections to employers who do not offer this benefit. To clientsQualifications provide reassurance that a particular consultant is suitably equipped to carry out a piece of work There are benefits for all:

8. What topics are covered? LEVEL 5LEVEL 7 Introduction to consulting essentialsOrganisational structure and culture Planning and managing consultancy interventions Entry and diagnosis The client relationshipGroup dynamics and facilitating skills Communication for consultantsCommunicating strategies for consulting Problem solving tools and techniques for consultants Managing consultancy interventions The role and responsibilities of a consultantTools and techniques for effective consulting Managing the business of consulting The core units are: There are additional optional units for the Diploma

9. Today’s messages Be clear what you should be famous for Make sure people know about you and your services Use opportunities to develop your network Do good work

10. Today’s messages Be clear what you should be famous for Make sure people know about you and your services Use opportunities to develop your network Do good work

11. The power of brands “Your brand is what people say about you when you are not in the room.” Jeff Bezos, quoted in: Brand you

12. Core story 1.We are a large, well established, specialist training company – Supporting facts – What this means – Illustration 2.We design and deliver high quality development programmes 3.We work internationally across all sectors 4.We are highly regarded by our clients 5.Our consultants are first rate trainers and developers 6.We have a significant impact on individual and corporate performance Ask “so what?” to get to client benefits Have “golden nuggets” available to back up your story

13. Today’s messages Be clear what you should be famous for Make sure people know about you and your services Use opportunities to develop your network Do good work

14. Recognition of need Does client recognise the need? Do we recognise the need? Yes No YesNo ? Build value of doing something Maintain a dialogue Develop a sales discussion

15. Use campaigns to support your marketing. Our policy in 2013 Getting a yield from existing clients Campaign “Maintaining the presence” so they think of us should a need for our services arise. Use campaigns to promote specific sales propositions Client acquisition Promotional activity should attract new clients to our web site Cold calling does not work in our business. We need to link to new markets via intermediaries

16. Today’s messages Be clear what you should be famous for Make sure people know about you and your services Use opportunities to develop your network Do good work

17. 17 The leverage of association Client relationships Capability Me Others Alliances leveraging off others' client relationships Alliances utilising others' capabilities Consultancy firm Sole practitioner

18. Today’s messages Be clear what you should be famous for Make sure people know about you and your services Use opportunities to develop your network Do good work

19. Cornerstone client survey Critical attributes Your staff has the excellence in technical skills required to do the job You work with us as a partner  we trust you You don’t wait for me to initiate everything; you anticipate You have a high level of integrity and professional ethics Your service offered excellent value for the fees charged Your people are accessible You show creativity in your proposed solutions You have a good understanding of our business You are very flexible and willing to adapt to our changes You keep your promises on deadlines

20. The CONSULT delivery process Closure Intervention Diagnosis Contracting Entry

21. The STAR approach Situation appraisal Tactics and planning Action Review

22. STAR and the CONSULT process Critical activity STAR Entry/ engagement Establishing a relationship with a new client Client profilingImpact and meeting preparation Meeting skills Selling yourself and your firm Process review ContractingSetting up a project Establishing terms of reference Helping clients be good clients NegotiationAssessing risk DiagnosisProgress review meetings Understanding what is the real problem Knowing what soft data is needed Questioning skills Handling difficult client situations - assertiveness Assessing the state of readiness for change InterventionMaking recommendations Creating change in a client Influencing and persuasion techniques Client presentation Embedding change ClosureCase reviewAssessing success Case conference Extension selling Case review Situation analysis: analysing what’s going on Tactics: planning what to do Action: techniques to use with the client Review: outcomes achieved and what to apply next time

23. STAR and the CONSULT process Critical activity STAR Entry/ engagement Establishing a relationship with a new client Client profilingImpact and meeting preparation Meeting skills Selling yourself and your firm Process review ContractingSetting up a project Establishing terms of reference Helping clients be good clients NegotiationAssessing risk DiagnosisProgress review meetings Understanding what is the real problem Knowing what soft data is needed Questioning skills Handling difficult client situations - assertiveness Assessing the state of readiness for change InterventionMaking recommendations Creating change in a client Influencing and persuasion techniques Client presentation Embedding change ClosureCase reviewAssessing success Case conference Extension selling Case review Situation analysis: analysing what’s going on Tactics: planning what to do Action: techniques to use with the client Review: outcomes achieved and what to apply next time

24. The reception test Your organisation is hiring consultants for a project. A prospective bid team is in reception and your boss says, “Walk through reception and tell me what you make of them.” What factors would make a good or poor impression on you?

25. You never get a second chance to make a first impression Mehrabian on impact

26. STAR and the CONSULT process Critical activity STAR Entry/ engagement Establishing a relationship with a new client Client profilingImpact and meeting preparation Meeting skills Selling yourself and your firm Process review ContractingSetting up a project Establishing terms of reference Helping clients be good clients NegotiationAssessing risk DiagnosisProgress review meetings Understanding what is the real problem Knowing what soft data is needed Questioning skills Handling difficult client situations - assertiveness Assessing the state of readiness for change InterventionMaking recommendations Creating change in a client Influencing and persuasion techniques Client presentation Embedding change ClosureCase reviewAssessing success Case conference Extension selling Case review Situation analysis: analysing what’s going on Tactics: planning what to do Action: techniques to use with the client Review: outcomes achieved and what to apply next time

27. Managing expectations is key Expectations are set in the pre- contract stage... Expectations are set in the pre- contract stage......and met post- contract...but often need to be renegotiated to take account of changed circumstances Contract

28. Checklist of expectations What is to be covered - the scope? What is the client going to get - and when? What are the respective responsibilities of consultant and client? How is the engagement to be managed - e.g. progress review meetings What are the unwritten expectations of this client

29. STAR and the CONSULT process Critical activity STAR Entry/ engagement Establishing a relationship with a new client Client profilingImpact and meeting preparation Meeting skills Selling yourself and your firm Process review ContractingSetting up a project Establishing terms of reference Helping clients be good clients NegotiationAssessing risk DiagnosisProgress review meetings Understanding what is the real problem Knowing what soft data is needed Questioning skills Handling difficult client situations - assertiveness Assessing the state of readiness for change InterventionMaking recommendations Creating change in a client Influencing and persuasion techniques Client presentation Embedding change ClosureCase reviewAssessing success Case conference Extension selling Case review Situation analysis: analysing what’s going on Tactics: planning what to do Action: techniques to use with the client Review: outcomes achieved and what to apply next time

30. Be clear about whether you are working in the Problem space or Solution space S P Solution space Problem space Time What IS the problem? What COULD the solution be? What SHOULD the solution be? What COULD the problem be? Where we identify the possible alternatives and propose a valid solution Where we identify the problem and diagnose the situation accurately

31. STAR and the CONSULT process Critical activity STAR Entry/ engagement Establishing a relationship with a new client Client profilingImpact and meeting preparation Meeting skills Selling yourself and your firm Process review ContractingSetting up a projectEstablishing terms of reference Helping clients be good clients NegotiationAssessing risk DiagnosisProgress review meetings Understanding what is the real problem Knowing what soft data is needed Questioning skills Handling difficult client situations - assertiveness Assessing the state of readiness for change InterventionMaking recommendations Creating change in a client Influencing and persuasion techniques Client presentation Embedding change ClosureCase reviewAssessing success Case conference Extension selling Case review Situation analysis: analysing what’s going on Tactics: planning what to do Action: techniques to use with the client Review: outcomes achieved and what to apply next time

32. Recommendations need to meet a number of criteria in order to be valid Achievable Acceptable Adequate

33. The WIIFM factor What’s In It For Me?

34. STAR and the CONSULT process Critical activity STAR Entry/ engagement Establishing a relationship with a new client Client profilingImpact and meeting preparation Meeting skills Selling yourself and your firm Process review ContractingSetting up a project Establishing terms of reference Helping clients be good clients NegotiationAssessing risk DiagnosisProgress review meetings Understanding what is the real problem Knowing what soft data is needed Questioning skills Handling difficult client situations - assertiveness Assessing the state of readiness for change InterventionMaking recommendations Creating change in a client Influencing and persuasion techniques Client presentation Embedding change ClosureCase reviewAssessing success Case conference Extension selling Case review Situation analysis: analysing what’s going on Tactics: planning what to do Action: techniques to use with the client Review: outcomes achieved and what to apply next time

35. Closure Key activities Extension or disengagement Technology transfer Sign off with client Invoicing Documenting the project Maintaining the relationships Knowledge management

36. Pitfall 1: Order taking is easy selling You are an HR consultant. A new prospective client calls you up. “We need someone to profile our people. It needs to be done yesterday.” It falls in your area of expertise. So why should you hesitate - or should you hesitate at all?

37. Pitfall 2: What’s in a name? The project has started, but you need to give it a name. You’re from JKL consultants, and the client says, “Let’s call it the JKL project - and it will be good publicity for you.”

38. Pitfall 3: Sam’s the man The client says, “It’s a good idea to have someone responsible for the project from our side. Sam will be responsible. I’d like you to work with Sam, and he will report to me on progress from time to time.”

39. Pitfalls in delivering consultancy #1 Doing the wrong job #2 A mismatch of expectations #3 Forgetting that all projects are joint ventures #4 Losing contact with decision makers #5 Being subservient to clients #6 Sacrificing the good for the ideal

40. Good work needs good clients You have to help your clients be good clients The amount of effort depends on the complexity of the project and the maturity of the client Low effort Medium effort High effort Low High Maturity of client Complexity of project

41. Thank you Calvert Markham calvert.markham@elevationlearning.co.uk