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High-Performance Consulting Skills: The Internal Consultant's Guide to Value-Added Performance
288
by Mark Thomas
Mark Thomas
High-Performance Consulting Skills: The Internal Consultant's Guide to Value-Added Performance
288
by Mark Thomas
Mark Thomas
Paperback
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Overview
The concept of the "internal consultant" is now gaining considerable ground as managers in support functions seek to redefine their role and effectiveness. The emphasis that it places on moving from a "colleague" to a "client" perspective within the business can bring major benefits to both adviser and organisation.This book provides...... a practical understanding of the skills required to become a high-performance internal consultant, whatever your own area of expertise. It will help you:develop stronger, more productive working relationships with internal clientssecure greater internal client commitment to initiatives and change projectswork effectively in a less formal and hierarchical way on projects and initiativesmarket your services and build powerful internal networksenhance yoru own worth and value to the organisationWho should read this book?All managers working in support functions, such as HR, audit, training, personnel and IT, as well as areas such as finance and marketing.
Product Details
ISBN-13: | 9781854182586 |
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Publisher: | THO |
Publication date: | 11/01/2003 |
Pages: | 288 |
Product dimensions: | 6.25(w) x 9.25(h) x 1.04(d) |
About the Author
Mark Thomas is a business consultant, author, and speaker who has worked in over 40 different countries. His clients include Lloyds TSB Asset Management, Motorola, Barclays Capital, Reuters, Cisco, Sony, HSBC, Coca-Cola, Mars, Nestlé, Aramex, Shell, Union Bank of Switzerland, and the American Management Association.
Mark Thomas is a senior partner with Performance Dynamics Management Consultants, an international business consultancy specializing in organizational change and people development. He is also a fellow of the UK Chartered Institute of Personnel and Development and an associate faculty member of the Tias Business School in Holland and MCE in Brussels.
Mark Thomas is a senior partner with Performance Dynamics Management Consultants, an international business consultancy specializing in organizational change and people development. He is also a fellow of the UK Chartered Institute of Personnel and Development and an associate faculty member of the Tias Business School in Holland and MCE in Brussels.
Table of Contents
Introduction Symbols used in this book ONE From managing change to managing surprise? Support functions under attack The opportunityWhat exactly is consultancy? The difference between expert and process consulting What is the difference between the internal and external consultant? The characteristics of internal consultancyWhy use an internal consultant? How to become an internal consultant Time to convert and redirectTWO The art of client management Understanding the key stages of the internal consulting process Implementation Belbin’s team roles – questionnaire THREE Marketing internal consultancy Getting in and contracting with your client Developing your marketing strategyConducting a client demand analysis What clients look for Beginning to market yourself – recognising your starting point Marketing to senior managementHow to sell to senior managementSome practical tips to improve your marketing effort Internal consultancy case studyFOUR Managing initial client meetingsThe essential rules for managing initial client meetings Things to avoid at initial meetings How to convey respect, openness and understanding at an initial client meetingInitial client meetings consultant’s template Initial terms of referenceWriting client proposalsManaging initial meetings checklist FIVE Understanding and defining the client’s problemDesk research Interviewing clientsManaging the client interview Group interviews Types of interview questioning techniques Providing non-verbal encouragement during interviews Using supportive statements Counter-productive questions Using questionnaires to gather information Designing a questionnaire Process mapping Process analysis questionsUnderstanding and defining your client’s problem – being client focusedSIX Managing change Understanding organizational changeIndividual reactions to changeThe change transition curveManaging organizational changeOrganizational change readiness assessmentManaging organizational change templateChange management template – the critical success factors Stakeholder Analysis Managing organization change – a checklist of key questions to addressThe critical questions to ask in change scenarios SEVEN Presenting client feedback Introduction to report writing Different types of client report Getting your report structure right A typical report structure Writing a client report Reviewing reports Making client presentations Presenting client feedback – being client focused EIGHT Implementing, reviewing and exiting projects Project implementation Project implementation – being client focused Reviewing consultancy projects – being client focused Evaluating consultancy projectsSummary NINE: The internal consultant’s toolkit The consultant’s toolkit Organization capability: effectiveness questionnaire • ‘7s’ organization auditInternal consultant skills – development needs checklist Success factors in managing change Change management action planning sheetFrom the B&N Reads Blog
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