The Effective Consultant

"Companies usually wish to buy something which has worked elsewhere. What they should buy is someone who has worked elsewhere. In other words, the key benefit is the insight and the working method of the consultant?not the particular package."

"During the initial meeting, both consultant and client are generating and sensing their feelings about each other. At this stage, the client essentially asks, 'Can I do business with this person?'"

"When a consultant finally secures a contract, they are in position to collect data, i.e. to construct their own assessment of the situation. Helping clients to understand the 'importance of understanding' can be a key part of the consulting role."

"In order to develop successful organisation change initiatives, consultants need to stop working as 'industrial tourists' and become true social anthropologists."

"The consulting skill is less in deciding the specific mechanism which should be used (there are so many options here)?but more in recognising the need to do something 'outside of the box'."

"Sometimes it is entirely appropriate (and adds real value) to present additional information to a client. However, the general rule of thumb for every consultant is: 'If the client asks for 'A', give them 'A'.'"

"The consulting role is to highlight the current picture in an open, authentic fashion. The managerial role is to decide what to do about this?including 'doing nothing' if they do not accept the diagnosis or its implications."

"Sometimes, it can be helpful if the consultant develops a change 'roadmap' and shows the client the route being followed."

"'Departure' from an organisation can be seen as a positive event, a recognition that the organisation has reached a point of self-sufficiency, where the value the consultant has added has been incorporated into everyday management practice."