Instructor Bob McGannon walks you through the conversation about the consultant's performance as viewed by the client. Bob highlights items where the consultant is succeeding and areas where improvement is necessary.
- In the exercise, I asked you to determine if I've used…the manager and follower roles well based on a conversation…I had with my client.…Let's break down that conversation and I'll tell you…what things I see about my use…of the manager and follower roles.…The conversation starts well.…The initial indication is that I used the follower role well…to understand the concerns from the finance managers.…- For the month you've been here, you've had some meaningful…conversations with many of our senior leaders…and from those I've talked to, you have created believers.…
They believe that it might be possible to unify…our processes and not create the differing financial…pictures they all feared.…- I also used the manager role well, as they have belief…in the ability to unify processes,…which was a significant client issue.…I might have expressed too much confidence…in my managerial role, however, as this exchange shows.…That's great.…I hope I haven't made it seem too straight-forward, however.…- A couple believe that it might be…
- Identify the critical requirements needed to become a successful consultant.
- Review the roles a consultant can fulfill to increase their success when dealing with clients.
- Recognize approaches for assessing your success level with a client before you've received a formal evaluation.
- Explore how to switch between consulting roles without confusing or aggravating your client.
- Review the change management conditions that must be in place to successfully deploy your consulting solutions.
- Identify the actions that maximize your chances for future work with a client.