Slide Title

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Slide Title
Consulting for Results
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What is a consultant?

• Voluntary effort
• Usually initiated by a client or customer
• Focusing on their needs
• Where the consultant has influence but not
  authority
• A separate job, a job within a job or a
  perspective on the job

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Internal Consultants

• Advantages
• Security
• Know the organization
• Got a sense for truth vs fantasy
• Access to people and data

• Disadvantages
• Rarely a prophet at home
• Fill them in
• ?
• ?
• ?

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External Consultants

• Advantages
• Irreverence
• Fresh view
• They picked YOU
• Lessons from other sites

• Disadvantages
• ?
• ?
• ?

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Basic Skills for Consulting
Consulting
ConsultantRoles/Skills
Communicating
Technical
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What are our consultant skills?
Roles we play

• Product? Authority, developer
• Prescriptive? Sage, diagnostician, seer
• Process? Collaborator, customer
  educator, peer

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Great Consultants have Influence!

• Formal authority is not enough, and in this case,
  you have none. Compliance is rarely sufficient.
  You must influence.
• You will be influential if you offer something of
  value. Sounds simple. It isnt.
• You will be influential if you are trusted. More
  trust-- more likely to be willing to be
  influenced by you. Best to establish trust before
  you need it. Perception of effort influences
  willingness to trust.

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Great Consultants are Persuasive!

• People like those who like them.
• Uncover similarities
• Offer praise
• Treat the client the way you wish to be treated.
  Generosity returns the same.
• People follow the lead of similar others. Door-to
  door survey found that folks give more when more
  have already given, and even more when its their
  neighbors.from R.B. Cialdinis Oct, 2001
  article in the Harvard Business Review

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Persuasion!

• Make commitments, agreements active and public
• Once said in public, most will attempt to do what
  has been promised
• Get it orally, in writing, ask for summarization
• People wish to appear consistent in the eyes of
  others
• Why then do New Years Resolutions fail?
• Articulate your expertise.
• Story of non-compliant PT patients. 34 boost in
  compliance when credentials/experience known

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Persuasion!

• Highlight unique benefits and exclusivity of info
• Focus not just on what they stand to gain but
  also on what they would lose if they dont. (Home
  insulation EG)
• Exclusive info is valued more than widely
  available info.
• Beef buying. Doubled purchases when told that
  beef would become scarce because of bad weather,
  but increased purchases by 600 when were told
  they were only ones who knew. (amazing!)
• Stock market insider info!

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Out of the Mouths of Clients?

• Client Says
• "I see a WWW site here and was wondering when you
  could get it to me by.
• I dont know what to do. You tell me and well
  do it.
• "I don't know what's wrong with our supervisors.
  We train on this performance review process and
  the reviews stink. Can you help?
• Fill in yourselves. What did you hear when you
  visited your clients?

You would say?
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Out of the Mouths of IDs?

• ID Says
• Heres the contract. You need to sign it and
  give it back next week.
• Heres the way were going to do it. I have a
  list for you.
• Dr. Rossett wont like that.
• Nope. This wont work. We need an emergency
  meeting!
• Fill in yourselves. What did you say that might
  have been handled better?

What might be better?
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Case 2 Sam Bell

• What is the essence of the change Sam is
  proposing?
• Why did people resist the change Sam wanted to
  bring them?
• What is interesting about the role of the
  training supervisors? Should we be surprised
  here?
• Where did Sam go wrong on this bold idea?
• What could Sam do to solve his problem?

Ertmer Quinn case, 2nd edition
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Case 2 Sam Bell

• Diane Dormant (1992) urges involvement by all
  stakeholders EARLY in the effort.
• Stages of organizational change, per Dormant
• Awareness
• Self concern or curiousity
• Mental tryout
• Hands on trial and learning
• Adoption and use

Ertmer Quinn case, 2nd edition
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Case 2 Sam Bell

• If the problem with individual or group is, then
• Awareness--- Introduce----Advertisor
• Self concern or curiosity-- Inform-- Advisor
• Mental tryout-- Show--- Demonstrator
• Hands on trial and learning-- Train-- Instructor
• Adoption and use--- Support---Coach/tech
  assistant
• Spannaus, 1997

Ertmer Quinn case, 2nd edition
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Case 10 Suzanne Garner

• Suzanne and her school are in trouble. What
  trouble?
• Terrence is talking about student proficiency and
  dismal test scores,threatening the very existence
  of the school. Suzanne is talking about teacher
  computer proficiency and threats to continued
  tech funding. Whats wrong with this picture?
• Where is the data in Case 10? What can you use
  here to help you help Suzanne? Where are the
  constraints? Where are the resources?

Ertmer Quinn case
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Case 10 Suzanne Garner

• Whats the problem with the principal?
• Why doesnt she just offer workshops to help them
  achieve the necessary certification?
• Any ethical concerns here?
• Youre Suzanne. What would you do?

Ertmer Quinn case