{"id":2079,"date":"2020-04-02T14:17:41","date_gmt":"2020-04-02T08:47:41","guid":{"rendered":"https:\/\/www.hestabit.com\/blog\/?p=2079"},"modified":"2021-10-14T13:21:38","modified_gmt":"2021-10-14T07:51:38","slug":"consulting-is-more-than-convincing-or-giving-advice","status":"publish","type":"post","link":"https:\/\/www.hestabit.com\/blog\/consulting-is-more-than-convincing-or-giving-advice\/","title":{"rendered":"Consulting is More than Convincing or Giving Advice"},"content":{"rendered":"

What is an effective process of consulting?<\/span><\/p>\n

It is a good starting point for this write-up.<\/span><\/p>\n

Consulting is anything but one-dimensional. It comprises a range of practices that can be categorized in terms of professional expertise or a sequence of phases.<\/span><\/p>\n

When we say professional expertise, it includes competitive analysis, corporate strategy, operations management, human resource, etc.<\/span><\/p>\n

When we say a sequence of phases, it includes entry, contracting, diagnosis, data collection, feedback<\/a>, implementation, and so on.<\/span><\/p>\n

One can also break down the consulting process into different purposes. Here are consulting\u2019s eight fundamental purposes.<\/span><\/p>\n

1. Providing information to a client.<\/span><\/p>\n

2. Solving a client\u2019s problem.<\/span><\/p>\n

3. Making a diagnosis, which may necessitate redefinition of the problem.<\/span><\/p>\n

4. Making recommendations based on the diagnosis.<\/span><\/p>\n

5. Assisting with the implementation of recommended solutions.<\/span><\/p>\n

6. Building a consensus and commitment around corrective action.<\/span><\/p>\n

7. Facilitating client learning\u2014that is, teaching clients how to resolve similar problems in the future.<\/span><\/p>\n

8. Permanently improving organizational effectiveness<\/span><\/p>\n

Some of the above purposes are considered legitimate functions, and some of them are less likely to be addressed explicitly by the consultant.<\/span><\/p>\n

Moving up the pyramid toward more ambitious purposes requires increasing sophistication and skill in the processes of consulting and in managing the consultant-client relationship.<\/span><\/p>\n

Sometimes a professional tries to shift the purpose of engagement even though a shift is not called for. But reputable consultants do not usually try to prolong engagements or enlarge their scope. Wherever on the pyramid, the relationship starts, the outsider\u2019s first job is to address the purpose the client requests. As the need arises, both parties may agree to move to other goals.<\/span><\/p>\n

Gathering Information<\/span><\/strong><\/p>\n

Gathering information is the crux of any client-consultant interaction. The compilation of the information requires expertise, and this is where the role of a consultant comes into play.<\/span><\/p>\n

Most of the time, information is all a client wants. But often there is a gap between the kind of information a client needs and the kind of information a consultant is asked to furnish.<\/span><\/p>\n

More often than not, the client already has the relevant data, and it is just the question of using that data as efficiently as possible. But this must be communicated to the consultant, because being an outsider, he or she needs to know why the information is sought.<\/span><\/p>\n

That being said, being a professional, it is the consultant\u2019s job to explore the underlying needs of their client, and stick to the meeting\u2019s agenda at the same time.<\/span><\/p>\n

Problem Solving\u00a0<\/span><\/strong><\/p>\n

Consultation is more about problem-solving, where the ultimate winner is the solution itself. In consultation, the solution is figured out by you and your client together.<\/span><\/p>\n

On the other hand, when you try to convince your clients, it becomes more about self-validation. You see the solution as \u201cYour solution\u201d, and you want that solution to be accepted.<\/span><\/p>\n

A consultant may encounter several client-problems (decision-making challenges). For example, clients may want to know whether they should divest a line of business or not, or whether they should modify their marketing strategy or not, etc. They may also require consultation regarding internal communication, management succession, and the likes.<\/span><\/p>\n

A good consultant is the one who not only listens to different problems of a client but identifies and defines the real problem. The one which requires immediate attention.<\/span><\/p>\n

Thus the consultant\u2019s first job is to explore the context of the problem. To do so, he or she might ask:<\/span><\/p>\n