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TitleThe Manager's Pocket Guide to Using Consultants (Manager's Pocket Guide Series)
File Size490.2 KB
Total Pages118
Table of Contents
                            Table of Contents
Chapter 1A Field Guide to Consultants
Chapter 2Establishing the Relationship
Chapter 3Working Side by Sidewith Your Consultant
Chapter 4Evaluating Outcomes andMaking Adjustments
Chapter 5Consultant as Change Agent,Advocate, and Mentor
Chapter 6Consulting Dangers,Pitfalls, and Traps
Chapter 7Evaluating YourConsultant’s Toolkit
Chapter 8Manager as Consultant
Document Text Contents
Page 1


Using Consultants

David Newman

Amherst, Massachusetts

Page 2

Copyright © 2007, HRD Press, Inc.

All rights reserved. No part of this publication may be reproduced
or transmitted in any form or by any means, electronic or
mechanical, including photocopy, recording, or used in an
information storage or retrieval system, without prior written
permission from the author.

Published by: HRD Press, Inc.
22 Amherst Road
(U.S. and Canada)
1-413-253-3490 (Fax)

ISBN 0-87425-923-1

Cover design by Eileen Klockars
Production services by Anctil Virtual Office
Editorial services by Suzanne Bay and Sally Farnham

Page 59

Chapter 4: Evaluating Outcomes and Making Adjustments


The Fine Art of “Clienting”
There are about a zillion books on consulting, and none that I
could find on “clienting.” It goes without saying that the quality
and quantity of attention that a consultant receives from you, the
“client” manager, will likely make or break the success of the
relationship, as well as the business outcomes of the engagement.

So here is my small contribution to the narrow field of clienting: a
few basic words of advice to solidify and strengthen the
relationship between you and the consultant you have hired.

Be open. As a manager, you must be frank and forthcoming about
the problems that face your organization. Tell your consultant the
entire story: the good, the bad, and the ugly. This is no time to be
shy, hold back, or sugar-coat the truth. You’ve asked for a full
solution, and that’s difficult to get when you only reveal half the

Follow through. Sooner or later (sooner, if you’ve hired a
consultant worth her salt), your people will need to get into
action. Make sure you don’t make commitments to act unless you
can keep them. Remember, the manager-consultant relationship is
supposed to be one of collaboration. Your consultant wants to do
it with you, not to you. You must hold up your end of that
bargain. Failure to deliver on a commitment made to a consultant
should be considered the same as failure to deliver on a
commitment made to the organization. Why? Because it is the
same thing.

Communicate. Keep the channels open. Be willing to share new
information as it relates to the consultant’s tasks. Connect the
consultant to people who can accelerate the work. Lubricate the
communications process: Invite the consultant to relevant
meetings, conference calls, and client meetings. Show, rather than
tell. The more open and frequent the communication with all

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The Manager’s Pocket Guide to Using Consultants


stakeholders, the less mystery, suspicion, and rumor mongering
the consultant will have to deal with as he tries to get his work
done on your behalf.

Walk the talk. If your consultant is working on a customer
service initiative and one of the service standards you’re imple-
menting involves call response time, you need to lead the
way internally. If you’ve decided a customer service rep should
answer the phone within two rings, you should answer your
phone within two rings, even if you only deal with internal calls
and internal customers. Consistency and leading by example are
two of the most powerful tools you have at your disposal to make
sure the changes you’re asking others to make will, in fact, stick
(and stick long after the consultants have left the building).

Change Management 101
As a manager, your work with your consultant will probably
involve change. And change is always an emotionally charged
issue. Whatever its magnitude, only you, the manager, can decide
whether or not implementing these changes is appropriate, useful,
and valuable. Once you decide to go ahead with the changes, trust
your judgment, your people, and your consultant enough to make
those changes stick.

Change is instantaneous—it’s the transition that’s hard. Transi-
tion is done in three steps:

1. Let go of the current reality.
2. Proceed as the way becomes clear (perhaps awkwardly and

reluctantly at first).
3. Adapt to the new reality on the way to realizing the future


The big myth behind all the management and leadership thinking
around change is that change is good. There are really two parts
to debunking this myth:

Page 117


About the Author
avid Newman is a marketing and innovation consultant and
professional speaker with more than 15 years of experience
working with Fortune 500 clients. He is an active member

of the National Speakers Association, speaking regularly on his
four areas of expertise: marketing, sales, innovation, and
intrapreneurship, and has written several books on business
topics. His writing has also appeared in Business Digest, Sales &
Marketing Management, Selling Power, Entrepreneur, and
Business2Business magazine (where he is a regular columnist).
He is the founder of UNCONSULTING, a firm featured in Bull
Market: Companies That Can Help You Make Something
Happen, by Seth Godin (2004).
David was selected by the Stanford Graduate School of Business
as one of twenty consultants certified to teach Stanford’s
Creativity in Business MBA curriculum to corporations. He is
also certified by the Center for Organizational Design and is a Get
Clients Now licensed facilitator.
During his in-house training and development career, David won
several awards for his work in developing global live training and
e-learning curricula and integrating firm-wide learning programs
into corporate university formats.
He lives with his wife, Vanessa Christman, and their children
Rebecca and Charlie in Bryn Mawr, Pennsylvania. He can be
contacted at the following address:

David Newman
121 Rodney Circle
Bryn Mawr, PA 19010
(610) 527-5325
[email protected]


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