| Q. | You've given us plenty of information about what you do and your experience. But how do we know if you're the right consultant for us? |
| A. | Choosing a consultant entails some of the same uncertainties as choosing a doctor or dating someone new; it's hard to know if you're right for each other until you spend some time together. Perhaps at this point we should chat on the phone and discuss whatever concerns you have. Then if you still have doubts, you may want to speak with other consultants before you make the leap. |
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| Q. | Do you actually do all the work yourself? |
| A. | Most things. There are particular specialists and subcontractors I can call on, depending on the particular needs of a given project. But I prefer to be directly involved where the results are predicated on the nature and depth of the interaction itself, such as conducting organizational assessments or facilitations or serving as a sounding board for management. |
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| Q. | What if we don't agree with your findings? |
| A. | Although you may not feel comfortable with or choose to act on all my recommendations, it would be highly unusual for there to be disagreement about the findings. |
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| Q. | How do we know if this is the right time to bring you in ? |
| A. | I come in with no ax to grind or position to defend, so I can help you define what you want to accomplish and also serve as a credible liaison to the rest of the organization.
After that, it depends on the specifics of your situation. For example, if you want help vetting a major change process such as a facility startup or drastic reorganization, then we should get started as early in the process as possible, so I can help you identify which knowledge, structures, policies, and procedures will be needed in the new location or structure.
But if you're already in the middle of a change process such as installing a new system or consolidating operations facilities, then it's often best to have me come in after things have settled down a little, and I can help identify what's working, what's not working, and what to do about it.
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| Q. | Doesn't bringing a consultant in strongly suggest that our staff has somehow failed? |
| A. | No more than going to the doctor when you're ill means that you've failed at healing yourself. Focused attention, common sense, and good faith may not be sufficient to solve complicated problems or address underlying barriers to performance. Sometimes it's necessary to bring in a specialist who knows how to treat the particular conditions you're experiencing. |
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| Q. | We need a little advice, but nothing hands-on. Could we just talk for a few hours on the phone and pay for your time? |
| A. | It's quite possible if we've already met, feel in synch about underlying values, and have a sense of mutual respect and trust. The kind of advice you're seeking also matters. Sometimes a general conversation is enough; sometimes I need to see the operation and get to know the people involved before I can make actionable recommendations. We should talk in detail about the answers you're seeking and the results you're trying to achieve. Then we'll have a better sense of whether a phone relationship will work. |
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| Q. | We know we can't afford a consultant right now. What do you recommend? |
| A. | There's a wealth of knowledge and tools readily available if you want to work on problem areas yourself. Click on Resources in the left-hand navigational bar for a list of helpful organizations, or on Articles for some of the pieces I've written on a variety of topics. |
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| Q. | We'd like to hire you to give our staff a motivational talk. They've been a little down recently, and we know you would give them a boost. |
| A. | A motivational talk can rev people up but often works only as well as a mid-afternoon candy bar-- after the sugar high comes another slump. It would be more effective and longer lasting to identify ways to give your employees more interesting work, or clearer direction, or greater recognition for contributing to your organization. I can probably help you in this regard. |
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| Q. | What will you bring to us that we can't figure out ourselves? |
| A. | It could be the candor and openness that are easy for me, as an outsider, to feel and demonstrate. It might be the time and attention that no one in house can divert from the daily press of business. Or maybe you just need a jump start to get focused and moving. Certainly, you can expect to benefit from the knowledge and experience I've accumulated during more than 25 years of problem solving with a broad variety of organizations, operations, executives, and employees. |
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| Q. | Will you work on just one specific area for us, or do we have to have you involved in everything? |
| A. | We'll figure out the project scope and boundaries together. I do have to understand the organization and culture well enough to make sure my activities and recommendations fit the context and environment. And just to prepare you, I'm rather inclined to stick my two cents in, so you may also hear my opinions on areas you didn't originally think of as being related. |
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