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As a consultant, your job is to provide expertise in the form of knowledge, experience, processes, models, technologies, or other assets. Both external and internal consultants perform these same duties. However, there is one major difference between external and internal consultantsthe question of credibility.
When companies hire outside consultants, people within the organization tend to listen. They assume external consultants must be credible because they charge high fees or because they’ve consulted with other companies. Meanwhile, internal consultantshuman resources personnel or other internal change agentsmust overcome the unfair perception that they are biased.
Consulting is a relationship business. In order to perform to the best of your abilities, you must develop trusting relationships with internal partners and clients, especially those figures who make final decisions based on your advice. But developing that trust is no easy trick. If you’re an internal consultant, you know that before you can even begin to do your job you must overcome any perception that you may lack credibility.
However, there are also advantages to being an internal consultant, such as your familiarity with the organization’s structure, culture, and unique needs and problems. Organizational Consulting shows you how to use the advantages of being inside the organization to better perform your duties while also improving your credibility. A consultant with twenty-five years of experience working with Fortune 1000 companies, Alan Weiss offers pragmatic solutions and methodologies for changing your organization for the better while you advance your career and solidify your position as an integral asset to your company.
The role of the internal consultant is to anticipate, improve, and innovateand you have to do it all from a delicate position. Organizational Consulting shows you how, by giving you the tools you need to:
PART I: THE ENVIRONMENT.
If It Walks Like A Duck: What Constitutes an Effective Internal Consultant?
Creating Peer Relationships: How to Be Perceived as a Credible Partner by Line Management.
Tools of the Trade: What You Must Possess to Avoid Being Thrown out the Door.
PART II: THE INTERACTIONS.
The Role of Conceptual Agreement: The Absolutely Best Way to Establish a Win/Win Project.
Formulating the Proposal: How to Ensure that You and the Buyer Meet Each Other's Expectations.
The Value Proposition: Why Every Client Knows What's Wanted but Not Necessarily What's Needed.
PART III: THE INTERVENTION.
The Pros and Cons of Living There: How to Maximize Strengths and Minimize Weaknesses.
The Politics of Terror: How to Reconcile Tough Issues without Being Drawn and Quartered.
Knowing When to Stop: How to Disengage, Give Credit, and (It's Allowed) Take Credit.
PART IV: THE AFTERMATH.
Assessing Value: How to Follow-Up and Leverage Your Success.
The Ethical Quandaries: When to Put Up, Shut Up, and Give Up.
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About the Author.