The expert guide to effective internal consulting
This book guides internal consultants through the steps necessary to bolster their credibility, build relationships within the organization, develop internal marketing abilities, and apply proper methodologies to their work. Alan Weiss, an experienced consultant, provides practical techniques the internal consultant, internal human resources practitioner, and any other internal change agent can use to excel at work, advance their careers, and become valued assets to their organizations. Some of the major subjects covered include setting up the proper environment for success and establishing peer-level interactions.
Alan Weiss, PhD (East Greenwich, CT), has consulted with hundreds of organizations around the world, including Mercedes-Benz, Hewlett-Packard, Merck, and Chase. He lectures widely and appears regularly on radio and television to discuss productivity and performance. He is the author of twelve books, including Getting Started in Consulting (Wiley: 0-471-38455-0), The Ultimate Consultant (Jossey-Bass: 0-7879-5508-6), How to Acquire Clients (Jossey-Bass: 0-7879-5514-0), and Process Consulting (Jossey-Bass: 0-7879-5512-4).
|Product dimensions:||6.14(w) x 9.21(h) x 0.69(d)|
Table of Contents
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.
More Suggested Rea dings.
About the Author.