Consulting Projects
In consulting, my client is usually a CEO, President, or an Executive with significant organizational authority.
Consulting charters vary but most include one or more of the following:
Consulting charters vary but most include one or more of the following:
- assisting my client in achieving a new operating state in the organization,
- resolving issues facing the team,
- accelerating change,
- rebuilding trust and communications in a demoralized, high-conflict organization, and
- helping new executives establish trust, communications, and relationships with teams they have begun to lead.
PHASES OF A TYPICAL PROJECT
1. ESTABLISH YOUR INITIAL GOALS FOR THE PROJECT.
We begin by focusing on your assessment of the situation that is the occasion for bringing in an external expert. We review of your organization's functioning, key issues, and your assessment of key members of the management team.
We establish your goals by exploring the following question: If this project were to achieve outcomes that exceed your expectations, what would those outcomes be?
2. "THE ORGANIZATIONAL SNAPSHOT."
I conduct private, confidential interviews with members of the leadership team and selected staff. I tap into the ongoing conversation in the company that determines the organizational reality of the people who work for you.
We discuss what is working, what isn't, what needs attention, issues of concern that aren't being addressed, and what they hope happens by virtue of my presence in the organization.
Interviews include this question: "To understand the effectiveness of this team, I need to know how people in key positions are doing. I am going to ask you about people by name. I want a balanced discussion. What do they do well? What could they do differently to be more effective to work with and for?"
3. PRODUCTION OF WRITTEN REPORT DURING THE ASSESSMENT PROCESS.
I synthesize my findings as the interviews proceed and present you with a printed report of my findings on the day after the last interview.
How the assessment and immediately available report benefit you:
4. ADMINISTRATION OF THE SIMMONS EQ PROFILE.
The EQ Profiles of key people are completed in time for review in the Executive Presentation of Findings.
5. EXECUTIVE PRESENTATION OF FINDINGS.
We begin with an analysis of the state of the organization. This includes a discussion of actions to be taken to resolve issues identified, with a bias toward making decisions.
We look for "low hanging fruit," i.e., actions that can be implemented immediately. People are waiting, many of them skeptically, to see if anything comes out of the assessment process. We identify actions that can be taken quickly and publicly linked to the interviews. The message from management is that "You spoke up and we listened."
The review of findings includes an in-depth review of the members of the management team. This discussion is based on interview findings as well as a interpretations of their EQ Profiles.
How the Executive Presentation of Findings benefits you:
5. INDIVIDUAL FEEDBACK AND COACHING OF KEY MANAGERS.
This is a two-part series of conversations.
FIRST MEETING
I meet with each manager individually. I present all findings from the interviews that are relevant to them. I also interpret the findings of their EQ Profiles.
I present them with a Personal Development Workbook. This offers them the opportunity to do written work, reflecting on what they have learned about themselves from the interview findings and the EQ Profile. The workbook gets them started on creating their own developmental plan to address areas in need of improvement.
SECOND MEETING
I return after a week or so for a two-stage meeting. I first meet with them privately to discuss their reactions to the interview findings, the EQ Profile, and review their developmental planning.
I forecast that we are about to ask their manager to join us. We create an agenda for the facilitated discussion that is about to occur.
Once joined by the manager, we review manager's reactions to the interview findings and EQ Profile. We then review and amend the developmental planning.
We move on to the agenda. This sometimes includes issues that people have been concerned about, sometimes for years, but never had to courage to raise for discussion. Relationship issues get addressed. Problems with departments are discussed. Questions about the intentions of senior management get raised. My role is to create a safe environment for the conversation and make sure that all important issues get discussed.
How these meetings benefit you and your managers:
6. ORGANIZATIONAL DEVELOPMENT
Next steps vary, depending on the needs uncovered in the assessments and my clients goals for the project. The possibilities include:
Group events to address your goals for the project and issues revealed in the assessment interviews.
The design of these events are highly variable. For example, there may be two or more smaller group sessions to address issues affecting those groups alone. This might be followed a large group session to make sure everyone has had a chance to discuss topics of interest and reach shared agreement on action planning.
I have worked with groups as small as 10 and as large are 150 or more at this stage of a project.
Group events often include some content from the workshop entitled Working Relationships (see Training Events).
Content presentation of team development and change management often serves to tee groups up for productive discussions in which the conceptual material presented serves as the template for identifying and discussing issues.
Training events to develop a shared approach to team development and conflict management and performance-based coaching.
When groups are found to be lacking the skills necessary for team development and conflict management, the workshop entitled Working Relationships is attended by managers and staff.
The workshop, Coaching for Emotional Intelligence, may also be presented for all management staff to develop a shared approach to performance management.
Go to Meeting Facilitation
We begin by focusing on your assessment of the situation that is the occasion for bringing in an external expert. We review of your organization's functioning, key issues, and your assessment of key members of the management team.
We establish your goals by exploring the following question: If this project were to achieve outcomes that exceed your expectations, what would those outcomes be?
2. "THE ORGANIZATIONAL SNAPSHOT."
We discuss what is working, what isn't, what needs attention, issues of concern that aren't being addressed, and what they hope happens by virtue of my presence in the organization.
Interviews include this question: "To understand the effectiveness of this team, I need to know how people in key positions are doing. I am going to ask you about people by name. I want a balanced discussion. What do they do well? What could they do differently to be more effective to work with and for?"
3. PRODUCTION OF WRITTEN REPORT DURING THE ASSESSMENT PROCESS.
I synthesize my findings as the interviews proceed and present you with a printed report of my findings on the day after the last interview.
How the assessment and immediately available report benefit you:
- There is a collective reality, defined by shared perceptions, in every organization. Knowing what those perceptions are will enable you to take action regarding issues everyone is talking about but not sharing with you.
- There is no time delay between the interviews and our review of findings. The results are instantly available for discussion and decision-making.
- Cost effective. My results are presented in a simple, outlined format, collated, and organized to make the findings useful. You do not invest in the writing of a lengthy prose report. All relevant findings are included in the document.
- The report includes an analysis of the strengths and developmental needs of the key members of your management team.
4. ADMINISTRATION OF THE SIMMONS EQ PROFILE.
The EQ Profiles of key people are completed in time for review in the Executive Presentation of Findings.
5. EXECUTIVE PRESENTATION OF FINDINGS.
We begin with an analysis of the state of the organization. This includes a discussion of actions to be taken to resolve issues identified, with a bias toward making decisions.
The review of findings includes an in-depth review of the members of the management team. This discussion is based on interview findings as well as a interpretations of their EQ Profiles.
How the Executive Presentation of Findings benefits you:
- My clients tell me that I am often the stimulus for taking actions they've known they needed to take for some time.
- My report provides you with an organized presentation of data on which to base those decisions.
- I may identify people who are not performing well but I also identify emerging leaders who deserve attention and grooming for promotion.
- You will learn how you are perceived by members of your organization. This includes an assessment of your strengths as well as adjustments you can make to increase your effectiveness as a leader.
- We arrive at a strategy for accomplishing goals established at the outset of the project. Depending on the information gathered in the interviews, your initial project goals may modified if appropriate.
5. INDIVIDUAL FEEDBACK AND COACHING OF KEY MANAGERS.
This is a two-part series of conversations.
FIRST MEETING
I meet with each manager individually. I present all findings from the interviews that are relevant to them. I also interpret the findings of their EQ Profiles.
I present them with a Personal Development Workbook. This offers them the opportunity to do written work, reflecting on what they have learned about themselves from the interview findings and the EQ Profile. The workbook gets them started on creating their own developmental plan to address areas in need of improvement.
SECOND MEETING
I forecast that we are about to ask their manager to join us. We create an agenda for the facilitated discussion that is about to occur.
Once joined by the manager, we review manager's reactions to the interview findings and EQ Profile. We then review and amend the developmental planning.
We move on to the agenda. This sometimes includes issues that people have been concerned about, sometimes for years, but never had to courage to raise for discussion. Relationship issues get addressed. Problems with departments are discussed. Questions about the intentions of senior management get raised. My role is to create a safe environment for the conversation and make sure that all important issues get discussed.
How these meetings benefit you and your managers:
- Having a skilled facilitator moderate these discussions keeps them on track, makes sure all issues get addressed, and that next steps are identified where appropriate.
- The joint discussion of the personal development planning builds accountability into the process. The individuals and their managers reach agreement on targeted changes and what the manager can do to support the person in accomplishing them. Deadlines and deliverables are established for follow up.
- I make certain that there is clarity in the discussion and that all agreements are clearly stated and mutually supported.
6. ORGANIZATIONAL DEVELOPMENT
Next steps vary, depending on the needs uncovered in the assessments and my clients goals for the project. The possibilities include:
Group events to address your goals for the project and issues revealed in the assessment interviews.
The design of these events are highly variable. For example, there may be two or more smaller group sessions to address issues affecting those groups alone. This might be followed a large group session to make sure everyone has had a chance to discuss topics of interest and reach shared agreement on action planning.
I have worked with groups as small as 10 and as large are 150 or more at this stage of a project.
Group events often include some content from the workshop entitled Working Relationships (see Training Events).
Content presentation of team development and change management often serves to tee groups up for productive discussions in which the conceptual material presented serves as the template for identifying and discussing issues.
Training events to develop a shared approach to team development and conflict management and performance-based coaching.
When groups are found to be lacking the skills necessary for team development and conflict management, the workshop entitled Working Relationships is attended by managers and staff.
The workshop, Coaching for Emotional Intelligence, may also be presented for all management staff to develop a shared approach to performance management.
Go to Meeting Facilitation