Month: December 2016

Posted on

How to get your clients to participate in their consulting projects (Part 3 of 3)

A-young-man-having-a-discussion-with-executives-in-a-company

As we clarified in Parts 1 and 2 of 3, if your clients don’t participate in the consulting to improve their organization, then you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”. However, long-lasting change will not occur in their organization if the client does not have strong understanding, commitment and participation in the changes. So if you do the client’s work, it is not likely that your project will be successful. Here are some additional suggestions for getting your client to participate:

9. Use techniques of personal and professional coaching to move things along.

Coaching can be a powerful means to help your client identify obstacles to the project, the real reasons that those obstacles exist, and what can be done to remove the obstacles. Coaching includes asking thoughtful and empowering questions, such as “What would success be in this situation?” “Then what can you do with your limited resources to get the project back on track again?”

10. Resort to the “Sanity Solution.”

In situations where project activities seem stalled, especially because of a lack of resources, you and your client can always attempt one or more of three strategies: a) get more resources, b) extend deadlines to get things done, and/or c) decrease the expectations. Present the “sanity solution” to your client and help them decide which alternatives to implement.

11. Decide if you should cycle back to the Contracting phase.

It may be that the activities in the project so far have combined to identify or create another or new priority or problem to address. For example, project activities thus far may have helped the Chief Executive Officer (CEO) to realize that his or her approach to working with the Board of Directors is ineffective. Consequently, the CEO may want Board development to occur as soon as possible. The Engagement and Agreement phase revisits the goals of the project and, thus, is an opportunity to update the direction of the project. It might be useful for you and your client to consider repeating some or all of the activities in that phase

12. Be willing to suspend the project.

Sometimes that can be a very powerful strategy because the client is promptly faced with the original problem that was the reason for the consulting project in the first place.

? What do you think?

Carter McNamara, MBA, PhD, is a faculty member in the Consultants Development Institute.

Posted on

How to get your clients to participate in their consulting projects (Part 2 of 3)

Two-bussiness-men-discussing-together

As we clarified in Part 1 of 3, if your clients don’t participate in the consulting to improve their organization, then you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”. However, long-lasting change will not occur in their organization if the client does not have strong understanding, commitment and participation in the changes. So if you do the client’s work, it is not likely that your project will be successful. Here are some additional suggestions for getting your client to participate:

  1. Realize that your client’s lack of participation may be a form of project resistance.

If your client is experiencing discomfort about the project, but is not admitting it to themselves or to you, then it may lead to resistance. Often, their discomfort shows up, for example, in their lack of participation. It is important for you to effectively recognize and address resistance. Otherwise, your project will lose the momentum necessary for successful change. Be authentic in your response to the resistance.

  1. Remind your client that choices about the project affect the entire organization.

Many times, clients are so busy reacting to the day-to-day demands that they forget about the importance of their project. They sometimes end up treating the project as if it is a nuisance to be tolerated. It is important for you to remind your client of the difference between working harder and working smarter – working on the project is working smarter. By avoiding the project, your client is not investing in the overall health of their organization. If they expect to “cut wood all the time, they have to take time to sharpen the saw.” Ask them what they want to do about the situation, then be quiet and let them respond. Listen and be authentic.

  1. Continue to recognize accomplishments in the project so far.

Projects are not “all or nothing” events that are either complete successes or failures. If your client gets pulled away to address another priority, the project might have to adjust to a change in plans. Work with your client to keep perspective on what has been accomplished and what remains to be done in the project.

  1. Work with a subset of key members of the organization.

If all key members of your client’s organization cannot participate in a particular project activity, consider forming a smaller group of participants to conduct that particular activity. The small group will provide its results, including specific and clear recommendations, back to the larger group when finished.

In part 3 of 3, we’ll finish with our suggestions.

? What do you think?

Carter McNamara, MBA, PhD, is a faculty member of the Consultants Development Institute.

Posted on

Special Tips for Laptop Presentations

A Man Presenting to a group of people with a laptop

Girl hands typing on laptop on wooden table at night

If you are presenting, odds are you are using your laptop either to walk the listeners through content in a small group, or projected on a screen to a larger group, or online when speaking with a virtual group. It’s just how we present these days. But so many people stumble over the technology, which at best makes them look unprepared and flustered. With a little common sense you can make sure technology stays in the background, where it belongs.

Follow these suggestions to make the most of your visual presentations:

  • Place your presentation (or a shortcut) on your computer desktop so you can find it quickly.
  • Replace personal desktop graphics with a businesslike background. No one needs to see your work space, projects, or pets.
  • Turn off screen savers, instant messaging notices, automatic updates and sleep functions.
  • Double-check hyperlinks to be sure they are all working, especially if you are moving your presentation from a desktop to a laptop.
  • Check for compatibility with the projector ahead of time if possible.
  • Set up your presentation on a break or before your session begins whenever possible.
  • If your slides look dull, you probably have an old bulb in the projector. It might help to turn off lights in front of the screen. Don’t darken the room completely.
  • Check your internet connectivity if needed.
  • Plug in the laptop; don’t rely on the battery.
  • Use a wireless slide advancer whenever possible, instead of having someone else advance your slides.
  • Keep water or coffee away from your laptop.
  • Always have a backup plan; your presentation on Flash Drive, intranet, or send a copy to a colleague who will be present. A hard copy will save you if all else fails.
  • Compress pictures and limit the file size when on the road so that it can fit on a flash drive.
  • After your presentation, be sure to pack all your cords and cables, and flash drive if you are using it.
Posted on

Medical Professionals and Reputation Management

A-female-doctor-looking-at-the-camera

Looking at one of the groups most impacted by negative online reviews

Over the past year we’ve seen a huge rise in issues related to online reputation for medical professionals of all kinds. The number one problem we see is that medical pros simply aren’t managing their online reputation at all, often allowing issues to get completely out of hand before taking action. This concerning issue is one of several discussed in the below infographic from MedData Group covering the topic of physicians and reputation management.

[Click image to enlarge]

meddatapoint physician reputation management

Posted on

How to Get Your Clients to Participate in Their Consulting Projects (Part 1 of 3)

A-man-pointing-at-the-laptop-while-conversing-with-another-man

A common question that we get is “How can I get my clients to participate in the consulting project when they seem too busy to even attend our meetings?” This question is relevant whether you are an internal or external consultant.

In those situations, you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”

Research suggests that long-lasting change will not occur in an organization if the client does not have strong understanding, commitment and participation in the changes. So if you do the client’s work, it is not likely that your project will be successful.

In these posts, we’ll share some ideas about how you might respond to the situation where your client seems to want you to just fix their problem by yourself — and then go away.

Be authentic with your client.

Notice that your client is not participating in the project, such as not doing what they said they would do, when they said they would do it. Mention your observation to your client. Do not judge them. Be quiet and let them respond.

Remind your client of the importance of their participation.

In the midst of the day-to-day challenges of leading an organization, your client may have lost perspective on the overall importance of the project. The project may have been replaced by another top priority. Talk with your client to come to a conclusion about importance of the project for now.

Recognize the other priorities of your client.

There will be times during a project when your client suddenly needs to attend to other matters. You will need to recognize those times and, with your client, adjust your plans accordingly.

Integrate your project plans into your client’s current activities.

Identify opportunities to include project tasks into the activities that your client is already doing. For example, use current staff meetings and status reports to communicate about the project. Use current evaluation activities as part of the project’s evaluation.

We’ll soon post the Parts 2 and 3 of this Series in this forum.

What do you think?

Carter McNamara, MBA, PhD, faculty member of the Consultants Development Institute.

Posted on

Influential Online Review and Reputation Statistics

A-man-going-through-a-pice-of-pare-in-his-office

Why you need to take control of your online reputation today

For years the impact of online reviews was somewhat nebulous, making it difficult to convince the folks holding the purse strings to make controlling them a priority. Now that we have stats like the ones found in this infographic from ColumnFive and Milo.com you have a lot more ammunition for your argument that now is the time to get your online reputation in order.

why online reviews matter infographic

Posted on

New AVMA Reputation and Cyberbullying Services Launched

faceless-veterinarian-examining-pekinese-dog-with-stethoscope

Bernstein Crisis Management is proud to share the American Veterinary Medical Association’s (AVMA) announcement of two new services created specifically to serve its members – the DVM Cyberbullying Hotline and DVM Reputation Guard. Here’s more info on the first-of-their-kind programs from the AVMA’s official release:

​Two new tools, a cyberbullying hotline and a reputation management service, are now available through the AVMA’s online reputation management resources. With 20 percent of AVMA members reporting they have experienced cyberbullying and false reviews, the House of Delegates (HOD) and Board of Directors (BOD) prioritized adding additional tools to help member veterinarians combat the emotional and financial damage caused by online detractors.

The 24/7 DVM Cyberbullying Hotline answered by experienced crisis management consultants, is now available to members being cyberbullied and in need of immediate assistance. This service includes 30 minutes of free consultation to AVMA members. Additional consultation time is available at a substantially discounted member rate.

Members also may take advantage of DVM Reputation Guard through the AVMA Member Advantage Program. DVM Reputation Guard is a subscription-based service that uses powerful analytic tools to gather data from social media, traditional media and other online sources. Results are analyzed to determine the presence of potentially damaging items or reviews. If a threat is detected, participants are notified immediately, and experts provide them with assistance in developing a response.

“Our veterinarians must be protected from cyberbullying, hacking and false reviews,” said Dr. Tom Meyer, president of the AVMA. “They not only threaten our livelihood; they damage our sense of well-being.”

Online reputation management and cyberbullying issues have created an increasing number of problems for all industries, and we’re glad we can provide immediate support to AVMA members as a result of these programs.

——————————-
For more resources, see the Free Management Library topic: Crisis Management
——————————-

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is vice president for the firm, and also editor of its newsletter, Crisis Manager]

Posted on

What really motivates you as a consultant? What really motivates your clients?

A-female-consultant-having-a-meeting-with-clients-in-an-office
Different people are motivated by different things. It’s very important to know what really motivates you. Otherwise, the quality of your work will suffer. When helping another person, it’s very important to know what really motivates them, as well, so that you can build those motivators into your work with them.

Consider from among the following typical motivators. Rank the motivators, starting with “1” as the highest. You might have several that you rank as a “1”. Don’t worry about getting your ranking to be “perfect”. The point is to go through the process of thinking about what really motivates you. Consider discussing the results with others who know you.

__ Career Development / Success

__ Caring For / Supporting Others

__ Comfort / Relaxation

__ Fun / Recreation

__ Health / Balance / Energy

__ Influence / Leadership

__ Learning / Knowledge / Discovery

__ Materials / Possessions

__ Recognition / Praise

__ Security / Money / House

__ Social / Affiliation / Popularity / Acceptance

__ Status / Prestige / Stand Out / Reputation

__ Task Accomplishment / Problem Solving / Achievement

__ Teaching / Guiding Others

__ Vitality / Energy

__ Others? __________________

Questions and Suggestions for Reflection:

  • Are there other comments you could make that would help you (and maybe others) to more clearly understand what really motivates you?
  • What can you do to include more of the motivators in your job or other roles?
  • How would you have ranked your motivators a year ago? 5 years ago? 10?
  • Have others complete this checklist about you, e.g., friends, family, peers, employees, etc.

What other comments would you like to make?

Carter McNamara, MBA, PhD, is faculty member of the Consultants Development Institute.
Posted on

Storytelling For Communication

Happy woman smiling while telling a story

Story telling is useful, effective, and important when it comes to communication. You do not have to listen to complicated boring lectures nor read tons of manuals to understand the content. For example, how do you show the growth of a company? How do you show what happened during its history? Visual storytelling can help. It’s as if you are watching a movie or even seeing a series of eye-catching cartoon frames.

To start, relate the story to the business. Write out your script.
• Make the viewers see the movement of a company from the past to the beginning by letting them see the growth of the company and all of its innovations, transformations, and makeovers.
• Show what was updated easily by narrating what was and what occurred through a series of stories.
• Make a telling infographic using any variety of charts. For example, within the charts, you can apply smaller letters to depict the beginning of a company and then apply larger letters as the company grows. Or, use your imagination to show how things were before and how they are now by using striking colors for data comparisons.
• Use mappings with movements and real images to create a feeling for the company and all its relationships.
• Show movement by linking relevant items. Try to present or display some form of motion from the data. To get more attention and responses from your audience while displaying this, take photos of relevant items designed to not only impress but to make them feel confident about what you are displaying.
• Show details when needed, use mappings and lines to point to other relevant information.
• Make it creative impressive and memorable. Use your highlight and design the story for the audience you were trying to capture.
• Make it organized and fun to view as you lead them and move from one focal point to the next.

Benefits
Storytelling has been used through the ages to communicate what has happened in the past. Use the same technique to get your point across or to describe some new technology. Story telling:
• Allows people to visualize the importance of the content at hand. For example, animation is always more easily viewed than straight lectures without any interaction.
• Compliments technical writing content. For technical writing, stories can be applied, especially when they present different scenarios. Use story time and your videos charts to describe features
• Supports your technology or business plan or ideas or methodologies.
• Adds to collaboration in describing a brand.
• Allows you to actually allows the target audience to focus and understand more clearly what is being explained

Storytelling is useful for training sessions, information retrieval, education, and global teaching. Use it whenever you can to make lectures more appealing.

If you have had any experience with applying story telling in business, please leave a comment or add to this content. Thank you.

Posted on

How Can I Market My Consulting Business (Part 1)

A-female-consultant-reading-a-document-to-a-client

There are numerous sources of online information about how to market a consulting business, for example, use your browser to search at inc.com, marketingsuccess.com and entrepreneur.com. We have been teaching consulting skills for many years, and the advice that we hear from our students about what has been successful for their marketing often does not closely match the advice in the online information. In this post Part 1, we share the first five of the 10 most suggested strategies for successful marketing.

#1 — Have a Passion for Helping People

Without that passion, your marketing efforts will seem overblown or insincere – and the quality of your consulting will get poorer.

#2 – Don’t Spend Too Much Time on Word-Smithing

Rather than endless hours on words in your website or advertisements, spend more time getting experience and networking with colleagues and potential clients.

#3 – Volunteer Your Expertise to Local Nonprofits

That’s often a quick and effective way to get even more experience in the type of consulting that you want to do.

#4 – Offer Free Information Sessions During Lunch

Many companies allow local consultants and experts to present non-sales-oriented information about topics relevant to their companies.

#5 — Marketing is About Your Client’s Needs, Not About Yours

This is the first painful lesson that new professionals learn. Write about how your services meet the needs of clients, rather than about how your services work.

Here is a link to numerous, free, online sources about marketing your consulting.

What other ideas do you have?

Carter McNamara, MBA, PhD, faculty member of the Consultants Development Institute.org .