Author: Carter McNamara

Peter Block, in his seminal consulting book, Flawless Consulting, writes, “There is a set of skills that is an essential part of consulting over and above technical expertise and interpersonal skills – and these are consulting skills” (Jossey-Bass, 2000, p. 6). Yet, the myth continues that technical and people skills are sufficient for successful consulting. Perhaps that is why so many consulting projects fail.

Technical expertise can be very powerful for improving certain technical functions, such as finances, marketing and computer systems. However, complex problems require more than that. They need consultants who can carefully analyze the problems, and can guide and support their clients through the frustrations, conflicts and resistance of changing their organizations – and often themselves.

Interpersonal skills can be very powerful cultivating the wisdom, expertise and participation of people. However, expecting them to use those to solve complex problems is a bit like expecting them to use those to fix their automobiles, with little knowledge of how their automobiles work or the procedures needed to fix them. They also need skills in analyzing and solving problems – sometimes during rapid change.

Today’s organizational consultants need strong technical, interpersonal and problem-solving skills. They need proven and adaptable methods to combine all of these skills to fix the car’s engine – while the confused and frustrated client is driving the car along unsigned and winding roads. Those methods and the skills to use them are called consulting skills.

What do you think?

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

Here’s an Example of a Disconnected Conversation

A couple of weeks ago, a friend of mine and I were talking about a particular consulting project. We just weren’t connecting in our conversation somehow — I kept repeating my points and he kept repeating his. It felt like we were disagreeing somehow, but neither of us were actually saying that we disagreed with the other. Still, we felt increasingly frustrated.

He kept asserting that the client’s CEO needed to show stronger leadership, including by being more participative.

I kept agreeing. I suggested one-on-one with his managers, ensuring time in staff meetings to hear from each manager, and using a technique for consensus when making decisions.

My friend didn’t seem convinced — and seemed even more frustrated. He asserted that the CEO needs to read “Servant Leadership” by Robert Greenleaf. I agreed.

My friend asserted that the CEO needs to do a better job of bringing out the best in his people. I agreed.

Results Versus Methods — We Should Talk About Both

Finally, it hit me — my friend was talking about overall outcomes, and I was talking about activities to achieve those outcomes. Although we both wanted the same thing, we were focusing on different aspects of that result.

I find this type of disconnected conversation occurs more than we realize, especially about grand topics, such as leadership, accountability, transparency and performance.

It’s most powerful and poignant to talk about outcomes. It can be boring and even tedious to talk about methods to achieve those outcomes.

But we owe it to our clients and ourselves to go beyond preaching at them about outcomes. They can get that from reading a book. We owe it to them to produce some relevant and realistic ideas about how to achieve those outcomes.

What do you think?

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

See Challenges in Consulting to Small Organizations (Part 1 of 3) and Challenges in Consulting to Small Organizations (Part 2 of 3).

8. The focus of consultant projects can change frequently.

Smaller organizations, like larger organizations, are dynamic and complex. New and different problems can arise at any level in the organization. However, in smaller organizations there are few internal systems to reliably notice the problems and solve them. Thus, there usually is little time between when an issue arises and is felt by everyone in the organization. As a result, they might seek consultants on an emergency basis. However, soon after starting a project to address that emergency, another priority might arise so that the client wants to change the project or abandon it altogether. Thus, the consultant needs to be patient and adaptable, yet useful and persistent.

9. When management consultants are hired, it usually is for focused and short-term needs.

At different times, the CEO has to undertake strategic planning, business planning, product development, marketing, staffing, supervision, financial management and property management. Outside expertise, at times, is often a must for the success of the organization. The consultant can help leaders to see the necessary integration and alignment of various management functions and the need to instill best practices in all of them.

10. Even when needed, it can be very difficult to “sell” soft skills.

Leaders in small organizations often see noticeable and measurable activities as being directly aligned with producing sales. Consequently, the soft skills that are needed for employees to thrive are often undervalued. When consultants perceive a clear need for certain soft skills in the organization, they might help indirectly with occasional advice about these skills and by modeling those skills themselves.

(The above information is adapted with permission from Sandra Larson, previous Executive Director of The Management Assistance Program for Nonprofits, St. Paul.)

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

See Challenges in Consulting to Small Organizations – Part 1 .

5. The organizations are often too small to justify or pay for expensive outside advice.

Even when struggling with recurring issues, many small organizations hesitate to spend money on what is seen as diverting valuable dollars from sales and services. So when they do hire consultants, it is usually for specific, low-cost technical advice – and that advice had better solve the organization’s problems and fast. So consultants might form relationships with these organizations primarily by promoting their technical skills.

6. Small organizations usually need low-cost management and technical assistance.

Because of the tight resources in small organizations, they usually cannot afford high-priced consultants, even if those consultants would be very useful to the organizations. This situation is made even more challenging because Boards and CEOs often do not budget necessary funds for professional development. Thus, these organizations usually seek low-cost consulting services – and hope for the best. So consultants might consider offering a schedule of fees for various levels of services and also plan their projects to include different phases, each with a different fee.

7. One-shot consulting often is not enough – the same consultant might be rehired.

While most consultants want to teach managers “how to fish” (to solve problems for themselves) rather than to give them a “fish” (to solve the problems for the managers), management skills are not something that can be learned in one, low-cost consultation. Thus, a management consultant might be re-hired on several occasions to help with a variety of different management activities.

(The above was adapted with permission from Sandra Larson, previously of MAP for Nonprofits in St. Paul, Minnesota.)

See Challenges in Consulting to Small Organizations – Part 3

Carter McNamara, MBA, PhD, faculty members of Consultants Development Institute .

Small organizations are often like small families, with all of the ensuing dynamics and challenges that we encounter in families of our own. This presents special challenges for consultants when working to help leaders of these organizations to solve problems and learn at the same time. However, this also presents opportunities for the consultants who understand the nature of small organizations and how to work with them. Here are some observations from working with many small organizations over the years.

1. Their leaders often work alone – they are not used to asking for help.

They often are so focused on their organization’s survival that they do not see themselves as having the time for other activities that actually might benefit them. For example, in the United States, there are many sources of assistance, such as the Small Business Administration, SCORE and numerous small business centers. These sources provide highly qualified personnel and very useful resources. Yet many leaders in small organizations might use these resources only once or not at all. Thus, consultants might be both proactive in promoting themselves to these organizations, yet judicious and tactful in how they inform the leaders of their potential value.

2. They are usually reacting to urgent issues, rather than planning about important ones.

These organizations do not have a lot of time, money and resources for proactive planning. Instead, they are reacting to the most recent and urgent priorities in the workplace. Thus, typical challenges for the consultant are basic training about planning, helping the organization focus its limited resources on planning, ensuring strategies are really strategic rather than operational, and helping the organizations to ensure that their plans are actually implemented. This is an opportunity for consultants who can orient leaders to the differences between urgent and important matters and about how addressing the latter can avoid the former. The consultants can stress how planning can be relevant, realistic and practical.

3. They usually are extremely busy and struggle to meet demands of consulting projects.

Consultants should design projects to include various phases, each of which might provide a pause in a project. Project activities also should be highly integrated into other current activities, so the project does not directly result in significantly more demands on the time and resources of personnel in the organizations. Also, coaching should be used to sustain momentum when implementing recommendations in the project.

4. Small organizations often hire by word-of-mouth.

They cannot afford the risk that a consultant will not have the expertise to solve their problems. They put a lot of faith in how well they trust the consultants that they already know. So they might re-hire the same consultants, primarily because of how they feel about them – and then hope that their consultants can be useful everywhere in their organization. So it is very important for consultants to work hard to sustain strong relationships with the leaders of these organizations.

(The above was adapted with permission from Sandra Larson, previously of MAP for Nonprofits in St. Paul, Minnesota.)

See:

Challenges in Consulting to Small Organizations – Part 2

Challenges in Consulting to Small Organizations – Part 3

Carter McNamara, MBA, PhD, faculty members of Consultants Development Institute .