Wednesday, March 22, 2006

Managing Change

An internal consultant can be one of the most difficult positions to be in says Beverly Scott. The author of “Consulting on the Inside”. She offers pieces of advice to help other consultants cope.

• Understand the business strategy and how you can contribute to the business results.

• Make a point of knowing the business intimately but function on the margins. Build strong relationships but don’t let them prevent you from uncovering the truth.

• Develop broad support by working with multiple levels of the business.

• Channel the company employees’ interest in change to make tangible suggestions that are within the company’s abilities as well as articulating their interests in the future.

• Build confidence with managers by figuring out ways to meet small but important needs.

• Encourage clients to communicate effectively with each other.

• Encourage two way feedback with clients.

• Be accountable for your results and keep your agreements and don’t be disingenuous and you’ll be able o develop credibility in the company.

• Know the limits of your competence; don’t pretend to know what you’re talking about when you don’t.

• Think in systems; recognize and foster interconnections between departments and people

• Stay grounded.

The undercurrent of Scott’s approach is that performance management is based on fostering strong relationships. If you can develop a strong sense of trust and work effectively with an internal consultant, you’ll build a stronger business.

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