management consulting: building client relationships...oct 06, 2016 · insights into building...
TRANSCRIPT
Management Consulting: Building Client Relationships
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Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
Barbara A. Mather, Ph.D.M a t h e r C o n s u l t i n g G r o u p , I n c .
O c t o b e r 6 , 2 0 1 6
L O Y O L A M A R Y M O U N T U N I V E R S I T Y ( L M U )
6/19/2017
Agenda
I. Brief Introductions
II. Single Most Important Factor
III. Building Relationships
IV. Important Mindsets and Attitudes
V. Barriers to Building Effective Relationships
VI. Relationship Pitfalls
VII. Management Consulting Example
VIII. Appendix - Trusted Theorists
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Copyright by Barbara A. Mather, Ph.D. 2016 [email protected] 6/19/2017
Introductions Simple Exercise
6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
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“What is the most important factor to YOU when building relationships with others?”
Single Most Important Factor – TRUST!
David H. Maister, Charles Green, and Robert Galford,
THE TRUSTED ADVISOR, (2000) Simon & Schuster
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Copyright by Barbara A. Mather, Ph.D. 2016 [email protected] 6/19/2017
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Types of Relationships
6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
David H. Maister, Charles Green, and Robert Galford, (2000).
THE TRUSTED ADVISOR, Simon & Schuster.
Evolution of Relationships6
6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
David H. Maister, Charles Green, and Robert Galford, (2000).
THE TRUSTED ADVISOR, Simon & Schuster.
Insights into Building Trust into Relationships
1. Grows, rather than just appears
2. Is both rational and emotional
3. Presumes a two-way relationship
4. Is intrinsically about perceived risk
5. Is different for the client than it is for the advisor One does the trusting, and the other is trusted; if you are incapable of trusting others, you probably cannot
be trusted
6. Is personal – not institutional.
6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
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David H. Maister, Charles Green, and Robert Galford, (2000).
THE TRUSTED ADVISOR, Simon & Schuster, P. 22.
Important Mindsets & Attitudes
1. Ability to focus on the other person
2. Self-confidence
3. Ego strength
4. Curiosity
5. Inclusive professionalism
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6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
David H. Maister, Charles Green, and Robert Galford, (2000).
THE TRUSTED ADVISOR, Simon & Schuster, P. 22.
“Dr. BAM’s”:
a) Self-awareness
b) Sense of humor/sense of fun
c) Humility – we all make mistakes!
d) Tenacity / commitment
e) Engagement
Trust Barriers in Relationships
Consider some obstacles to building trust: Resistance from organizational leaders and/or employees
Styles, personalities, unconscious bias, prejudice
Insufficient resources: Time, Resources, Capital, other
Division between functional areas, e.g. Sales & Operations
Mistrust of “outsiders”
“Consultant Fatigue”
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6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
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• Avoid making snap judgments about other people
• Avoid negativism or criticism of client’s world
• Avoid organizational politics – care to not let down your guard
• Understand the client’s perspective and don’t talk over their heads; avoid “consultant speak” • If client can’t grasp what you are saying, talk to them in a
way you might talk to your parents
• If you want to move them from “Point A” to “Point B,” you have to understand Point A
• Take away your client’s worries – don’t add to them
Relationship Pitfalls
6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
Strategy Framework& Trust Example
Management Consulting Organizational Change Example
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Copyright by Barbara A. Mather, Ph.D. 2016 [email protected] 6/19/2017
Org. Change Mgmt. Strategy Framework
Priorities
Prior Findings
BU/Org Feedback
Leadership
(if applicable)
Hiring
Budgeting
Restructuring
In/Outsourcing
Training
Compensation
Headcount
Org. Design/ Structure
OR
Leadership
Legal
Celebrate
Iterations
Dependent on
Phases
Review Requirements w/Stakeholders
Completed --/--/--Completed --/--/-- Completed --/--/-- Completed --/--/--Completed --/--/-- NOW – --/--/----
Transition
InputsCurrent
Processes ReviewImplemen
-tation
Requirements Definition–
Phase1
Org. StructureSpan of Control
Approved Headcount
Phase 1 OutcomeChanges to Mgmt.External Acquisitions
New RolesRevised Roles
Redundant RolesContractor NeedsStaffing ProcessTechnical SkillsBusiness Skills
Requirements Definition—
Phase 2
Org. StructureSpan of Control
Approved Headcount
Phase 2 OutcomeChanges to Mgmt.
New Org NeedsNew Roles
Revised RolesRedundant RolesContractor NeedsStaffing ProcessTechnical SkillsBusiness Skills
Internal –or-External Surveys
Communication Events
HRIS
Sponsors
Corrective ActionsDevelop Change Management
Plan
Program Office & HR
or
Assumptions
OCM Communications – timely, inclusive, transparent, and relevant
(if applicable)
12Copyright by Barbara A. Mather, Ph.D. 2016 [email protected] 6/19/2017
I M P O R T A N T T H E O R I S T S W H O H A V E
C O N T R I B U T E D T O U N D E R S T A N D I N G H U M A N
& O R G A N I Z A T I O N A L B E H A V I O R S
Appendix
6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]
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Relevant Theories & Theorists
Human development/developmental stage theory – Jean Piaget
Learning Styles Theory – Malcolm Knowles
Meaning-making, evolutionary stages – Robert Keegan
Social Exchange Theory - Homans, Thibaut, Kelley, & Blau
Organizational change; action science– Chris Argyris
Transformational change; meaning making – Jack Mezirow
Leadership, team theory, management education, MBOs – Peter Drucker
Leadership studies, prolific author - Warren Bennis
Social change; group dynamics; action research; B=f(P, E) - Kurt Lewin
Organizational theories; org. decision making – James March
Organizational culture; “career anchors” – Edgar Schein
Self-efficacy “believing in oneself to take action” – Albert Bandura
Appreciative Inquiry (AI); 4 “Ds” – David Cooperider
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6/19/2017Copyright by Barbara A. Mather, Ph.D. 2016 [email protected]