This Third Edition to Peter Blocks Flawless Consulting addresses business changes and new challenges since the second edition was written ten years ago. Flawless Consulting Summary by Peter Block is a step by step guide to building healthy consultant relationships that will ultimately bring you. A summary of the main points of Flawless Developing client commitment during the consulting process Source: Flawless Consultancy, Peter Block.
|Language:||English, Spanish, Portuguese|
|ePub File Size:||25.56 MB|
|PDF File Size:||20.52 MB|
|Distribution:||Free* [*Sign up for free]|
“management consulting ” rather than turning to a new, not yet widely accepted and perhaps only Prelims Peter Block – Flawless Consulting. Peter Block leads consultant and client together through a proven approach “ Peter Block's masterpiece Flawless Consulting in informed my point. Contact Peter Block at: [email protected] Library of Congress Cataloging-in- Publication Data. Block, Peter. Flawless consulting: a guide to getting your.
Hugh Russell 2 Goals of Consultancy To establish a collaborative relationship. To solve problems so they stay solved. Developing client commitment during the consulting process People involved Stakeholder: A person affected by the particular issue being addressed by the consultant. NB: This is not always the person who initially calls the consultant. Consultant: Change agent This is the person who is trying to have some influence over a group or organisation but has no direct power to make changes or implement programmes. Entry and contracting. Data collection and diagnosis 3.
Funnelling the data. Data summary.
Data analysis. Additional Points to Note: As a consultant you must, at this stage, be able to:- 1.
Distinguish between the presenting problem and the underlying problem. Elicit and describe both the business problem and how the problem is being managed. Ask questions about the clients own personal role in causing or maintaining the presenting or target problem. Ask questions about what others in the organisation are doing to cause or maintain the presenting or target problem. As this new information may throw a different light on the situation; it is important to meet with the client once the diagnosis and analysis is complete.
The Purpose of the Meeting is to: Inform the client of the findings from the diagnosis and the conclusions you have drawn from them.
Obtain the clients reactions to the work done. Review the original contract and agree a contract for the next stage of the work where appropriate. This meeting sometimes proves to be the most difficult part of the process.
The information collected may reflect badly on the client or may contradict the client's own beliefs about the situation. Presenting this data requires you to achieve a delicate balance between sensitivity and directness.
To help make the Meeting a Success: Link this meeting with the previous action by reminding the client of the original contract and outlining the work done so far. Tell the client what you want to achieve by the end of this meeting. Report back the positive things discovered as well as the problems. Cover the expected before the unexpected.
This allows the client to absorb and accept the straightforward information before hearing the things likely to prompt an emotional reaction.
Be prepared not to go beyond the boundaries of the initial contract. If you do have recommendations which go beyond these boundaries, prepare the client 8 first. Outline all the issues in full so that the client understands the basis for any recommendations made. Trying to avoid an emotional reaction, by skirting around issues and hoping the client reads between the lines, will cause confusion.
The client cannot make an informed decision without access to all the available information. It is important to view this as a natural human reaction, rather than a personal attack that requires a response. Link all recommendations to the pay-offs required by the client.
Agree to clear contract for the next stage of the work. It is helpful to write to the client after the meeting, summarising what was discussed and agreed.
Design for Action and implementation: Key points to note:- 1. When designing an intervention, the starting point for thinking should be the issues identified in the diagnosis and not similar interventions you have encountered or recommended before. If you allow yourself to be hooked into thinking about the familiar you will lose sight of the diagnosis and simply re-hash what has been done before.
Objectives for the intervention must be based on the diagnosis and on the contract agreed with the client. They should clearly relate to the needs of the client and goals of the project.
In particular, they should reflect the "pay-offs" required by the client and customers. Models, theories and off-the-shelf support materials should be chosen with care and used sparingly. At best they will approximate the situations experienced by the client. Used inappropriately they can be useful but can also divert attention away from the difficulties of dealing with real work issues.
The intervention should facilitate the recommendations. You can prepare the client to face and overcome workplace resistances by building activities that recognise how people deal with change. Implementation of your recommendations should be managed as a change project. All we have to do is join it.
It may be better to sum up the book this way. There are people in this world who are analytical thinkers, and can be approached in an analytical, rational way.
Then there are people in this world who are emotional thinkers, and who need to be approached in an emotional, "authentic," relationship-based way. And there are many people in between who can be rational, but really only after engaging with them to build relationships first, and then approach them with rational thought and analysis only after trust has been established.
Therefore, it's safer to start by approaching everyone in a relationship-based way first. Okay, fair enough.
In a way, it's an indictment of our educational system that people are apparently not taught to be approached in a rational way as can be seen today on college campuses , but rather have to be coddled emotionally until a friendly relationship is established before a rational thought might be floated toward them. Which would indicate that real education reform might actually be the opposite of what the author is promoting in this book.
Consulting is not an inborn talent — it is a skill that can be learned. Now, your goal is to learn how to use this skill successfully. There are two types of consultants: When your hands are tied, tense situations can happen.
So, how can you keep these tense situations as rare as possible? Well, the only way to do it is to work on yourself and your interpersonal, consulting and technical skills. Developing these skills will help you in each struggle you find yourself in. To be a consultant, you do not need just to know how to solve exact problems. You need to know how to get to the softer side of client relations as well. If you are able to offer the right solution to a problem, you are just beginning your consulting journey.
You will also have to define and diagnose different potential conflicts that could arise between you and your client. There are three roles you can assume as a consultant, which we cover in the key lessons below. The important thing you should know about all of these roles is that they aim to help you build a long-term bond with your client.
Whenever you decide to work with a client, you are entering a consulting contract. In other words, you are both entering the consulting relationship voluntarily, and agree on an expected value you will receive.