High Performance Consulting Skills: The internal business consultant's handbook

This goldmine of ideas, advice and techniques provides a practical understanding of the skills required to become a high-performance ‘internal consultant’, whatever your own area of expertise. As today’s managers in support functions seek to redefine their role and effectiveness, the concept of the ‘internal consultant’ is gaining considerable ground. By moving your perspective from being a ‘colleague’ to a ‘client’ within the business you can bring major benefits to both yourself and your organisation. Including a large number of charts, diagrams and forms and using his considerable experience, Mark Thomas provides a practical understanding of the skills required to become a high-performance internal consultant. This book is packed full of hard-edged practical tips, techniques and checklists to help you achieve the right results. With in-depth guidance and practical insights, this book will help you: Develop stronger, more productive working relationships with internal clients Secure greater internal client commitment to initiatives and change projects Work effectively in a less formal and hierarchical way on projects and initiatives Market your services and build powerful internal networks Enhance your own worth and value to the organisation All managers working in support functions, such as HR, audit, training, personnel and IT, as well as areas such as finance and marketing will benefit from this book. A high percentage of the content is also directly applicable to the role of the external consultant. 'A highly practical and valuable guide to the world of internal consulting by a global practitioner. Mark Thomas has produced a book that is filled with excellent advice, tips and real experience. It should serve as a real aid to all who want to succeed in the rapidly growing role of the internal consultant.' Bie de Graeve, Director MBA Programs, Tias business School, Tilburg University, The Netherlands ‘If you want a book that you can use on an almost daily basis then this is it … the skills outlined in this book can increase your influence and impact from the first reading. Written in the pragmatic style and approach that is characteristic of his consulting work, Thomas has produced a real guide to the new frontier of internal consulting.’ Gordon Downey, Senior Manager – HR Internal Consultancy, Lloyds TSB ‘Mark Thomas is a consultant from whom we can all learn about managing change initiatives, projects and clients. In this book he sets out an agenda that will appeal to all types of professionals. Read it and benefit from real ideas, skills and know-how. For HR people these are the skills of today and the future.’ Esra Bozkurt, HR Director, DHL

Table of Contents:
Introduction 1 Symbols used in this book 4 ONE From managing change to managing surprise? 6 Support functions under attack 10 The opportunity 11 What exactly is consultancy? 12 The difference between expert and process consulting 13 What is the difference between the internal and external consultant? 18 The characteristics of internal consultancy 24 Why use an internal consultant? 28 How to become an internal consultant 35 Time to convert and redirect 36 TWO The art of client management 40 Understanding the key stages of the internal consulting process 40 Implementation 54 Belbin’s team roles – questionnaire 59 THREE Marketing internal consultancy 80 Getting in and contracting with your client 80 Developing your marketing strategy 82 Conducting a client demand analysis 84 What clients look for 87 Beginning to market yourself – recognising your starting point 91 Marketing to senior management 92 How to sell to senior management 93 Some practical tips to improve your marketing effort 96 Internal consultancy case study 98 FOUR Managing initial client meetings 106 The essential rules for managing initial client meetings 107 Things to avoid at initial meetings 111 How to convey respect, openness and understanding at an initial client meeting 111 Initial client meetings consultant’s template 113 Initial terms of reference 116 Writing client proposals 124 Managing initial meetings checklist 127 FIVE Understanding and defining the client’s problem 132 Interviewing clients 135 Managing the client interview 138 Group interviews 143 Types of interview questioning techniques 148 Providing non-verbal encouragement during interviews 152 Using supportive statements 153 Counter-productive questions 157 Using questionnaires to gather information 159 Designing a questionnaire 160 Process mapping 176 Process analysis questions 183 Understanding and defining your client’s problem – being client focused 185 SIX Managing change 190 Understanding organizational change 190 Individual reactions to change 191 The change transition curve 196 Managing organizational change 200 Organizational change readiness assessment 204 Managing organizational change template 206 Change management template – the critical success factors 207 Stakeholder Analysis 214 Managing organization change – a checklist of key questions to address 216 The critical questions to ask in change scenarios 222 SEVEN Presenting client feedback 224 Introduction to report writing 225 Different types of client report 228 Getting your report structure right 228 A typical report structure 229 Writing a client report 231 Reviewing reports 237 Making client presentations 238 Presenting client feedback – being client focused 248 EIGHT Implementing, reviewing and exiting projects 254 Project implementation 254 Project implementation – being client focused 257 Reviewing consultancy projects – being client focused 259 Evaluating consultancy projects 260 Summary 262 NINE The internal consultant’s toolkit 264 The consultant’s toolkit 264 Organization capability: effectiveness questionnaire • ‘7s’ organization audit 269 Internal consultant skills – development needs checklist 277 Success factors in managing change 284 Change management action planning sheet 285

About the Author :
MARK THOMAS is an international business consultant specialising in change management, human resource management and executivedevelopment. His past clients include major corporations in Europe, Australia and SE Asia.

Review :
“A highly practical and valuable guide to the world of internal consulting by a global practitioner.” Bie de Graeve, Director MBA Programs, Tias Business School; 'A highly practical and valuable guide to the world of internal consulting by a global practitioner. Mark Thomas has produced a book that is filled with excellent advice, tips and real experience. It should serve as a real aid to all who want to succeed in the rapidly growing role of the internal consultant.' Bie de Graeve, Director MBA Programs, Tias business School, Tilburg University, The Netherlands; ‘If you want a book that you can use on an almost daily basis then this is it … the skills outlined in this book can increase your influence and impact from the first reading. Written in the pragmatic style and approach that is characteristic of his consulting work, Thomas has produced a real guide to the new frontier of internal consulting.’ Gordon Downey, Senior Manager – HR Internal Consultancy, Lloyds TSB; ‘Mark Thomas is a consultant from whom we can all learn about managing change initiatives, projects and clients. In this book he sets out an agenda that will appeal to all types of professionals. Read it and benefit from real ideas, skills and know-how. For HR people these are the skills of today and the future.’ Esra Bozkurt, HR Director, DHL