Why is consultancy good

When a client requests information, the consultant asks how it will be used and what steps have already been taken to acquire it. Then he or she, along with members of the client organization, determines which steps the company is ready to pursue and how to launch further actions. An adviser continually builds support for the implementation phase by asking questions focused on action, repeatedly discussing progress made, and including organization members on the team.

It follows that managers should be willing to experiment with new procedures during the course of an engagement—and not wait until the end of the project before beginning to implement change.

When innovations prove successful, they are institutionalized more effectively than when simply recommended without some demonstration of their value. For implementation to be truly effective, readiness and commitment to change must be developed, and client members must learn new ways of solving problems to improve organizational performance. How well these goals are achieved depends on how well both parties understand and manage the process of the entire engagement.

People are much more likely to use and institutionalize innovations proved successful than recommendations merely set forth on paper. All in all, effective implementation requires consensus, commitment, and new problem-solving techniques and management methods. To provide sound and convincing recommendations, a consultant must be persuasive and have finely tuned analytic skills.

But more important is the ability to design and conduct a process for 1 building an agreement about what steps are necessary and 2 establishing the momentum to see these steps through.

An observation by one consultant summarizes this well. But that is the tip of the iceberg. What supports that is establishing enough agreement within the organization that the action makes sense—in other words, not only getting the client to move, but getting enough support so that the movement will be successful.

To do that, a consultant needs superb problem-solving techniques and the ability to persuade the client through the logic of his analysis. In addition, enough key players must be on board, each with a stake in the solution, so that it will succeed. So the consultant needs to develop a process through which he can identify whom it is important to involve and how to interest them. Managers should not necessarily expect their advisers to ask these questions.

But they should expect that consultants will be concerned with issues of this kind during each phase of the engagement.

In addition to increasing commitment through client involvement during each phase, the consultant may kindle enthusiasm with the help of an ally from the organization not necessarily the person most responsible for the engagement. The role is similar to that of informant-collaborator in field research in cultural anthropology, and it is often most successful when not explicitly sought.

If conducted skillfully, interviews to gather information can at the same time build trust and readiness to accept the need for change throughout the organization. Then members at all levels of the organization come to see the project as helpful, not as unwanted inquisition. By locating potential resistance or acceptance, the interviews help the consultant learn which corrective actions will work and almost always reveal more sound solutions and more willingness to confront difficulty than upper management had expected.

And they may also reveal that potential resisters have valid data and viewpoints. The relationship with the principal client is especially important in developing consensus and commitment. Ideally, each meeting involves two-way reporting on what has been done since the last contact and discussion of what both parties should do next. In this way a process of mutual influence develops, with natural shifts in agenda and focus as the project continues. Although I have somewhat exaggerated the level of collaboration usually possible, I am convinced that effective management consulting is difficult unless the relationship moves farther in a collaborative direction than most clients expect.

Management consultants like to leave behind something of lasting value. This does not imply that effective professionals work themselves out of a job.

Satisfied clients will recommend them to others and will invite them back the next time there is a need. For example, demonstrating an appropriate technique or recommending a relevant book often accomplishes more than quietly performing a needed analysis.

However, some members of management may need to acquire complex skills that they can learn only through guided experience over time.

With strong client involvement in the entire process, there will be many opportunities to help members identify learning needs. Often a consultant can suggest or help design opportunities for learning about work-planning methods, task force assignments, goal-setting processes, and so on.

Though the effective professional is concerned with executive learning throughout the engagement, it may be wise not to cite this as an explicit goal. Learning during projects is a two-way street. In every engagement, consultants should learn how to be more effective in designing and conducting projects.

In the best relationships, each party explores the experience with the other in order to learn more from it. Sometimes successful implementation requires not only new management concepts and techniques but also different attitudes regarding management functions and prerogatives or even changes in how the basic purpose of the organization is defined and carried out.

This may seem too vast a goal for many engagements. Get comfortable with failure. Wallow in self-pity? Not all will be the right ones. Seek out experienced resources, such as your mentor or your boss, to understand where you went wrong and how you can fix it. Lee to sign us up for a leadership development program at his firm. For the entire duration of the meeting, I tried to convince him to hire us by showcasing our previous achievements. Today was all about getting acquainted and asking the right questions, so Mr.

Lee could decide if we are worth his time and if he would like to meet us again and further the conversation. Your focus was on sales. If my boss had not taken the time to debrief, I would have never understood why we did not hear of Mr. Lee again.

Meetings turned out to be very different from then on. You have to be patiently ambitious. The number one factor that draws students to management consultancy is the diversity of work. As a consultant you will work on a range of projects, with a variety of colleagues and clients. You will gain experience across sectors, industries and even countries, as many consultancies also offer opportunities to travel. Which reasons are you going to say during your job interviews?

Either way, let me know by leaving a quick comment below. Your email address will not be published. This is very simple: click on the button below to get instant access to this FREE course. Only spots are available. Table of Contents. Do you want to stand out and get offers? Landing a job in Consulting can be a daunting task. Sign up now! You'll have a strong impact : you'll have the opportunity to work on and solve the most pressing problems faced by big corporations.

The learning curve : Consulting firms invest a lot in training their consultants. In addition, the feedback culture is very strong and you'll get full performance reviews regularly. You'll work with bright people : consultancies pride themselves on hiring bright people. Plus, with 3-month projects on average, you'll meet a lot of different people in consulting. The opportunity to work in an international environment : large consultancies sell work to businesses and governments all around the world.

You'll earn a lot of money : consulting is also known as a very well-paid industry. It's a good career choice after University if you don't know what to do : if you don't know what to do after University or after your MBA you're not alone!

You'll have the opportunity to explore which career, sector or specialty is right for you. You'll have access to an amazing alumni network : having worked in a consulting firm will give you access to its alumni network that will help you throughout your career. Great exit opportunities : headhunting firms or big corporations love ex-consultants. Even now, 5 years after I left Consulting, head hunters still contact me on Linkedin to point out interesting opportunities.

These are all good personal reasons. Now, read again the sample answer above. This article will show how in a moment. Importance Of Body Language. Next, use the following 3 tips to alter your body language and give off a more confident impression: Maintain an assertive posture Watch your hands.

Especially, stop fidgeting. Maintain appropriate eye contact. Now It's Your Turn. Share on facebook. Share on twitter.