Self-Marketing – the Advantages and Perils of Social Networking.

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It is obvious to most consultants that keeping an on-line presence in networks like Linkedin is beneficial. You grow your business network with colleagues you have worked with and provide a profile for future clients/employers/partners to peruse. You can also join communities and forums from the same environment. You can pose and answer questions, enter into professional discussions and be noticed by others lurking in the forum. In marketing terms you are creating brand recognition, the brand being you as a professional.

The upside of forum activity is that it expands visibility, the downside is that when you take a position some people will agree with you and inevitably some will not. What you can’t control is the reaction. It’s public, it’s global and it’s permanent. It’s like getting a tattoo on your face, you will want to think really hard before that post, everyone will see it.

What about Facebook?

Recently a business colleague of mine started making strong political commentary from his Facebook page. His FB “friends” are business contacts, employees, colleagues and of course some actual friends. Not that all of us were unaware of his politics, but now it becomes discussion fuel. In a recent post he quoted (incorrectly) from a newspaper article showing a graph that the current federal government was on a growth spree and suggested that his political party would stop this travesty. Unfortunately, the graph clearly showed that the rate of growth was significantly higher when his party was in office and the current government had successful slowed the runaway growth. (oops) Rebuttals, some very unflattering appeared in other blogs and social media and he ended up damaging his overall business credibility, which is too bad because he is one of the smartest people around anywhere. He was leveraging his combined personal/business network to influence an agenda and in the process accidentally damaged his business network.

Some people suggest dual personae. Get an account for business, get an account for personal. Create a fence between them and keep them distinctly separate. I suppose it will work, but I also think that it is a bit Jekyll and Hyde for me. Sooner or later some people will end up in both networks and wonder who you really are. I don’t know about you but I really dislike getting asked by a business colleague in Facebook to help them get a cow for Farmville and then have to look at them on Monday morning without giggling. I personally think that self-policing your actions on Facebook, limiting your fascination of farm animals and treating your posts as if every person in your network could be a future client is wise.

What about Twitter?

I subscribe to a number of people who Tweet. I watch Bill Gates because I know that when he sends a tweet it is going to be something really worth looking at. He does not tweet “I’m going out for Sushi now!” followed by “Almost at the restaurant!” 10 minutes later. Twitter is one where I clearly see advantages to dual accounts. For the true friend network,those who are truly interested in your dinner plans, status of a hangover or opinion of the final score of the game. Go for it. Tweet away. For business, keep it succinct, keep it 100% professional and keep it rare. People cannot possibly process thousands of tweets and associate value to them.

What about Blogs?

All blogs are searchable. I am amazed by how many people forget this. They will create two Blog sites; one business and one personal and think for some reason that a prospective employer/client cannot enter attributes into Bing, Google or Yahoo that will not return both. In today’s environment, create a post, establish a public profile or put pictures or videos in a public space and you might as well have tattooed it to your face when going in for an interview. Don’t forget that it’s also materials that your friends can publically post.

binge_drinking

“Sue was tagged in this picture – Click Here.”

Blogs that provide business value and perhaps entertainment to the reader are IMHO the best vehicle for building networks and establishing a “brand”.

What about Technical Networks?

Today whether is TechNet, MSDN or many others, they all provide forums for discussion and query. The people who join to answer queries can quickly become acknowledged as Global Experts and propel their consulting careers. The opposite is also true. In a recent recruiting review, I scanned a few sites for participation from the applicant. Their resumé showed 5 years of expertise on a certain technology, however the questions they asked on the forum were clearly those of a novice. Again, these are all searchable and they are all global and they are all permanent.

My recommendations:

Do – use professional networks extensively

Do – participate and offer solid, well thought-through  answers in technical/professional forums and communities

Do – Split Twitter accounts into personal and business

Do – Tweet when it’ clearly has value to the reader in your business network.

Don’t – Add business colleagues to your personal Facebook account

Don’t – Post anything that a client or prospective client could see in a negative way on a any public blog

There is tremendous value in leveraging Social Networks for the consultant but you must always be aware of the potential perils also.

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What the client wants, what the client needs and the CuSat dilemma.

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If doctors were trained and employed by large consulting firms mortality rates worldwide would skyrocket.

Patient – “Doc, I’ve got a migraine headache. I need some Tylenol 3’s to settle it down”.

Consulting Doc – “Sure, let me get you a prescription immediately”

The patient is very happy with the Doc, gives high marks on a CuSat survey until the stroke hits. Unfortunately some consulting firms place a point-in-time Customer Satisfaction checkpoint as their most important goal and unfortunately that drives bad/unprofessional consultant behaviors.  In the example above, the client does not want to be subjected to an MRI, they do not want a full screen blood test, they do not want to be sitting in the examination room having a flashlight shone into their eyes. But the professional doc is going to do it anyway.  If the hospital surveys the patient in the middle of the series of tests they are likely to respond. “The Doc is crazy, I just have a migraine!” and provide a Dissatisfied customer response. They may think differently when the proper diagnosis and prescription provided likely prevented a stroke.

Clients are not always right and don’t like to be told they are wrong.

Most if not all of us have had the experience as a parent, sibling or friend similar  to the following one. You are walking along the street with a group of young children. One of the them is your prototypical hyperactive one and has errantly wandered into the road from the sidewalk. There are two different remedial actions you can take.

“Johnny, Can you please stay on the sidewalk because there is a lot of….” . SPLAT! too late.  Alternatively, you reach out and grab the youngster by the shirt collar and haul them back onto the safety of the sidewalk. Send the kid a CuSat survey at that moment and you just got a DSAT.

Clients are not always immediately happy with the required action.

If as a consultant you place momentary CuSat as your highest priority, you are not being professional and neither is the company you represent. Some of the right decisions and actions are both hard and painful at stages in the engagement, but they are the right thing to do ultimately for your client.

I have done a lot of very large scale projects over the years and through that experience have learned architectural/project approaches that work and have seen others that have not. In some cases the decisions made early in the project, did not manifest their pain until much later in the project. Impact that could never have been seen at the time and available only now through experience to forecast the future.

There are lots of cool ideas at the start of a project. It’s not going to get you any “Great Team Player” accolades at  that time, to shoot them down. Yet as a professional consultant, the client has engaged you  because of your experience. To withhold it for fear of a CuSat ding is unprofessional. The sad part is the client won’t even know that you saved them, because the problem will never happen and that’s just the way it is.

Doc – “Take 80 mg of ASA every morning, every day”

Patient – Grumbling “Yeah, ok”  (not realizing that first stroke that was scheduled a month away was just prevented)

Professionalism above CuSat?

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Infinite Shades of Grey – A year later and a little greyer

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One year ago I started the ISOG blog on consulting excellence. I have posted over 70 articles specifically targeted at consulting excellence. It’s time for a summary. Some posts were extremely popular (normally to do with consulting rates or how much a large consulting firm partner could make), others prompted emails or comments of appreciation and some were just products of a less-than-perfect day I had. Anyway, thank you for your continued readership and if you are new to my Blog, the ones in bold are the posts I highly recommend you look at first.

 

Best Regards

Ian

Consulting Excellence Post Topic Area (Alphabetical)

Consultants With Benefits

Benefits Analysis

Implementation and Leading The Change

Change Management

What does it take to make a big change?

Change Management

Gaining Accountability and Ownership in the Client’s Team

Client Relationship

Keep your sense of humour…

Client Relationship

Please hit any key to continue and any other key to quit.

Client Relationship

What’s going on in the new client’s head?

Client Relationship

Who is your client ? Get a fingerprint.

Client Relationship

Bear with me for a moment…as we look at advice

Communication Skills

Giving Bad News and Feedback to your client

Communication Skills

A double cheese burger, extra large fries, and a small diet Coke.

Consulting Process

Playing Favorites, Jumping to Conclusions and other Idioms

Consulting Process

The Bonaparte-Drake Methodology Adapter

Consulting Process

When you don’t sell the engagement, someone else does…

Consulting Process

Life in the Gutters

Consulting Roles

The Realities of the Consulting Role

Consulting Roles

The three faces of consulting

Consulting Roles

Versatile Consulting

Consulting Roles

What’s your favorite position?

Consulting Roles

It’s not easy being Grey…

Consulting Skills

More of the pie…

Consulting Skills

Sheepish Story…

Consulting Skills

The new and improved – Mr. Bill Gates

Consulting Skills

Why are there Infinite Shades of Grey?

Consulting Skills

Even the Odds in your Consulting Contract– Tips for the Client

Contracting

The Art of Estimating a New Project

Contracting

What’s your right rate?

Contracting

Thanks for Noticing – Responding to Criticism

Criticism

Facilitating the “Angry Mob” meeting Part 2

Facilitation

Facilitating the “Angry Mob” meeting Part 3

Facilitation

Facilitating the “Angry Mob” Meeting

Facilitation

Ambidextrous Influence

Influence

Mastering the Art of Influence

Influence

When the Calgary Flames got Jokinen and Kiprusoff, did Finland’s Nokia get a fair trade in Stephen Elop?

Influence

5 “Consultants” and Behavior you won’t believe.

Integrity

Against All Odds

Integrity

Integrity in the Deal

Integrity

Merry Christmas, Merry X-mas or Happy Holidays for the Consultant

Integrity

The “Expert” that Obnubilates

Integrity

The “Sin” of Omission

Integrity

The Babelfish for the Interviewer

Integrity

When is it time to leave?

Integrity

Being a success at the Consulting Firm – Reality Check

Internal Skills

How to deal with the Consultant Performance Review or a.k.a. Mastering the Unbalanced Scorecard

Internal Skills

So you are an Associate Consultant and want to be a Partner?

Internal Skills

You’re only a leader as long as people follow

Leadership

The People You Meet – Consulting Lessons from Goldie Hawn

Meeting Skills

Negotiating the Curve (part 2)

Negotiation

Negotiating the curve

Negotiation

Nailing the Presentation–10 simple rules

Presentation Skills

Golgafrincham “B” Ark – What to do when you don’t have one handy

Problem People

The Chronically Perplexed Client

Problem Projects

Watching for the signs of project trouble…

Problem Projects

What the bookies knew and didn’t know that consultants should still learn from today …

Problem Projects

Problem Solving … The PHD course (part 2) Understanding the Problem Space

Problem Solving

Problem Solving … The PHD Course (part 3) Defining Success

Problem Solving

Problem Solving …. The PHD course (part 1) Permission

Problem Solving

When you’re right and the question isn’t…

Problem Solving

Project Management – An Interview with Niccolo Machiavelli

Project Management

A user will tell you anything you ask, but nothing more.

Questioning Skills

The Great Question(s)…

Questioning Skills

Have you ever met Bill Gates?

Strategic Thinking

Thinking outside the box …

Strategic Thinking

Dangers of Living in the Past

Track Record

What’s the difference between a Janitor and an Enterprise Architect?

Track Record

A Consultant Did It

Value

Being in Demand… How to make it happen

Value

Communicating Your Value and Narcissism–Where’s the line between them?

Value

Finding, Understanding and Communicating Your Value

Value

Going the extra mile for your client

Value

Join the Systems Consultant Resource Union

Value

Just because you are necessary, does that make you valuable?

Value

Keeping the Vision is Harder than Creating It.

Vision

Up in the Air with Clooney

Work Life Balance

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Being a success at the Consulting Firm – Reality Check

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Every big consulting firm  is a political environment. So does being successful mean you have to suck up, lie, or sling dirt? Yes it does. But you already know that.  So let’s move on to what you don’t know.
Tips for making it. 

  • Build and maintain relationships. Spend $50 dollars a month on lunch with each colleague to stay close to them. Or even better, if you spend $200 dollars on drinks, you can likely take any necessary photos for blackmail purposes.
  • Have a goal. Be clear about what you want, so when you go get it, you know exactly who to step on along the way.
  • Listen. Keep your ears open to what’s going around you. What are people talking about? What best practices are being shared? What ideas can you steal from them and claim as your own?
  • Keep track of buzzwords used by every executive and include them in every email and document you create. (and of course make sure you Reply-All on every email and add a distribution list or two each time)
  • Create a support system. Partner up with colleagues and peers who will help you with your vision. That way when you’ve accomplished your objectives, you can take credit for everything.
  • Make sure you are not actually a consultant. If you generate too much billable revenue, they will want to keep it and you’ll never get promoted.

The above is courtesy of The O’Shea Report Comedy Team 

The O’Shea report pokes fun at corporate consulting, but some of the items are a little too close to reality for comfort and you may actually recognize some of the behaviors.  Last year I wrote a post entitled Just because you are necessary, does that make you valuable? which talked about what establishes your true value to your client and the importance of being able to communicate it. It does however require some updates/extensions to it’s “good guys always win” approach to make it pass a reality check. 

The extension is this. Your true value and your ability to communicate it to your client is in fact the most important element, however there are likely two clients. The one you bill your time to and the internal one that pays you, if you work for a consulting firm. Here are the elements to consider in addition to your external client value. Your internal value calculates all of the elements of your core consulting abilities and  then looks for internal attributes such as:

  • Results: Do you produce results that provide a clear benefit to your firm. If so, is it measured and communicated?
  • Reputation: Are key decision-makers and firm executives aware of your contributions?
  • Knowledge: Do you possess unique information that is useful to your organization?
  • Attitude: Are you viewed by almost everyone as helpful and cooperative?
  • Networks: Do you know many people throughout your organization?
  • Empathy: Do people come to you for help with their problems or concerns?
  • Inclusion: Are you successful at including people in your decisions, initiatives or projects?
  • Detachment: Are you known as someone who can see situations objectively?
  • Team: Are you someone that will “take one for the team” and you have demonstrated it?

Want to be a real asset to your firm?  Be aware of both of your clients’ needs and work to maximize the results in each.

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Thanks for Noticing – Responding to Criticism

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I suspect that all of us have seen  National Lampoon’s Christmas Vacation at least once. In the movie Clark Griswold played by Chevy Chase works night and day to install and light 25,000 Christmas twinkle lights on the family home. After many trials and errors, persistence pays off to a spectacular illumination show. The family gathers on the front lawn to admire the work and offer congratulations on a job well done. Well almost…

Nora Griswold (Clark’s mother): “It’s beautiful Clark!”

Art Smith (Clark’s father-in-law): “Some of them little lights… they aren’t twinkling.”

Clark Griswold: “I know, Art. Thanks for noticing”

You’ve put heart and soul into something, it’s done and then instead of congratulations you hear, “Some of them little lights… they aren’t twinkling.”. You feel underappreciated and annoyed that despite the accomplishment, someone has chosen to find a small fault and communicate it to you and potentially those around you.

So perhaps the most human reaction is to become either defensive of the work completed or perhaps just become offensive. No, we really should react more like Clark Griswold…

“ …  I want to look him straight in the eye, and I want to tell him what a cheap, lying, no-good, rotten, four-flushing, low-life, snake-licking, dirt-eating, inbred, overstuffed, ignorant, blood-sucking, dog-kissing, brainless, hopeless, heartless, bug-eyed, stiff-legged, spotty-lipped, worm-headed sack of monkey #$%@ he is! …” – Clark Griswold

Well then again maybe not. Let’s look only at the first Griswold example.

“I know, Art. Thanks for noticing”. It represents the two of the basic components of accepting criticism gracefully.

  • Acknowledge it
  • Show that you appreciate the insight.

Example: Client X

Deliver a final architecture plan to the CxO, after months of work, validation by every client team and sign-off from the program leads.

Complete a 2 hour debrief on the plan with the CxO and conference room full of client resources on the new strategy and request their input or concerns.

CxO: “Yes, I have a concern. Our standard is Time New Roman 12 Font for all of our internal documents. This is clearly not that.”

Silence for a moment except for what sounded like a stifled giggle/snort from the back of the room.

The CxO was correct, it was in fact not. My response “You are correct. It’s my error. Thanks for noticing that and we will get that corrected immediately and republished for you by tomorrow morning. My apologies. Will that meet your needs and do you have additional concerns we can discuss?”

  • Acknowledged
  • Appreciated
  • Remediation Proposed
  • Confirmation of Remedial Action Plan
  • Agreement to Proceed with other work

Personally, I find it pretty easy to take input and criticism from a client. My challenge personally is when it comes from your own project team. It’s your team, you expect everyone to have shared objectives, rally together for the common good and to provide criticism to make the team (and you) more successful.  You assume that motives are genuine, transparent and that criticism is intended solely for positive reasons. However, that’s likely naïve.

I know that I should treat all internal/project  people as if they were external clients and in fact when criticism is provided use exactly the same proven A-A-R-C-A  methodology to respond to their comments. However, my response may just have to improve over time.

For now…

I know and thanks for noticing. (Times New Roman 12 Font – Bold)

 

 

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Golgafrincham “B” Ark – What to do when you don’t have one handy

HHGG-Ultimate-Soft

If you have read the late Douglas Adam’s book “Hitchhiker’s Guide to the Galaxy” the next analogy will make more sense. If not, please allow me to explain.

On a planet called Golgafrincham, some citizens decided it was time to rid themselves of an entire useless third of their population. So they concocted a story that their planet would shortly be destroyed in a great catastrophe and planned an evacuation in three ships Golgafrincham “A”, “B” and “C” arks.

  • The passengers of the “A” ark were to be all the brilliant leaders, scientists, great musicians, data analysts, engineers and architects.
  • The passengers of the “B” ark were to be all the “middle men” , marketing executives, telephone sanitizers , sales assistants and telemarketers etc.
  • The passengers of the “C” ark were to be the real workers, construction, manufacturing and other craftsman.

The “B” ark was sent off first with instructions to go colonize a new planet, report back and then to wait for the other two. However, the “B” ark was programmed to crash-land on a suitably remote planet and of course the other Arks never followed.  When a traveller comes across the remote planet bound “B” Ark crew, they inquire as to what the “B” Ark people are doing there.  The response “we’re to colonize a new planet!”. The traveller states “What … with that lot?”

The Golgafrincham “B” Ark.

I was in a project where we literally hired hundreds of resources. When the resumes came in they were immediately sorted into 3 piles “A”, “B”, “C”

A – Leaders, Engineers, Architects, Ultra High Performance

B – Middleware

C – Workers

“A” and “C” went on for further consideration and “B” went into the shredder. When you are hiring for a project you have the luxury of picking “A” and “C” members but in the real world …every project, every client and every company has “A”,”B” and “C” players in various roles.

In my 25 year+ career, most of my employers have provided insight and feedback which is both helpful and constructive. There is one piece of feedback that has been persistent over the years and also apparently something that I have not yet mastered. The feedback?

“You don’t suffer fools well Ian …”

Yes I will admit it. I have a problem with “B” Ark people. I’ll find them on a project and immediately try to convince them to go colonize a new planet. It rarely works. Generally they are doggedly persistent, eager to attend meetings, take minutes and offer insightful questions like “when’s lunch?”

So being woefully inept at solving this problem, I have decided to emulate what any good “B” ark person would do and that is offer advice on a topic which is quite beyond me.

So here are two things not to do to a “B” Ark person. (from painful personal experience)

  • do not ignore them, they will not just go away as much as you wish it so and
  • do not engage them in topics or problems that you know are beyond their ken. It really won’t end well.

So what do we do with the “B” Ark people?

I have consulted colleagues better informed than I on this topic and the following was one of the more creative suggestions.

  • Hire another “B” Ark person to have meetings with them. Demand that accurate minutes are kept and that they should meet at least twice day until the problem is resolved.
  • Define a circular problem similar to the following:

“we are concerned about internet attacks on our systems. Only an untrustworthy person would hack a system. The fact that hackers are untrustworthy is proof of this. Please determine how we can identify untrustworthy people to prevent them from hacking our systems.“

That should keep them busy for a while.

In addition to the working group on this problem, be sure to establish at least 2 or 3 oversight and governance groups to monitor and check on progress. For good measure be sure to invite Gartner for additional advice.

___

I am not so sure that this approach will work though. I suspect that if someone actually asks you what the working group and committee are for and you explain, don’t be surprised if they say “What… with that lot?”

Perhaps I’ll have to hire a behavior coach to teach me how to suffer them better…

 

 

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Nokia jumping to … Rescue ship Microsoft and Windows Phone – The Smartphone world shrinks to 3 players

paul-allen-yacht

Well if you’re going to get rescued from the sea, it might as well be by Paul Allen’s 126m mega-yacht Octopus. Yes to no surprise, after burning down the Nokia platform  as I discussed in my blog post  Fair Trade with Stephen Elop , Nokia has leaped from the deck.  Today’s press release from  Nokia Nokia  adopts Windows Phone as its principal smartphone strategy changes the mobile world forever. Now the biggest player in the market for mobile and the biggest software player have united to win the market.

I had a few emails when I posted When Technology Goes Obsolete about the impending doom of the iPhone, but today I would still say it again. It’s about the software…. Ultimately the hardware field levels over time, but constant innovation on the software is what keep the platform fresh and exciting and will ultimately drive adoption. Without question the Windows Phone platform provides a much better foundation for developing those applications and there are 13 million people or more that can make the applications.

Now Nokia has placed what may be one of the biggest bets in corporate history. All the chips they have were just pushed to the center of the table on the Microsoft square. The smartphone market is the only mobile market that really matters to Google, Microsoft and Apple. They will be the last significant players in the market standing.

So just to replay. One week ago Stephen Elop officially and irreversibly burned down the Nokia platform forcing the entire Nokia organization to jump and in the process orphaned every Symbian and MeeGo developer. He had arranged for a rescue ship and today they jumped and were picked up in person by Steve Ballmer and Microsoft.

Today, Nokia’s share price plunged 14%  percent to euro 6.90 in afternoon trading in Helsinki.

It’s not the concept that is bad. Getting a rocking Windows Phone platform for Nokia makes sense in conjunction with seeding applications that drive adoption in the key markets. It’s just how it has been done that has Nokia investors worried.

If you buy Nokia stock today you will either make a lot of money on it or lose it, but it won’t just hover. I am adding some to my portfolio despite my thoughts of the approach used.

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How to deal with the Consultant Performance Review or a.k.a. Mastering the Unbalanced Scorecard

team-focus-mag

If you are an independent consultant you get performance reviews on every engagement by your client. Your year-end performance review can be objectively judged by the size of annual check you send in for income tax.  (Not my favorite day of the year) If your clients like you and you do excellent work, you will be highly billable and well paid. That’s a good performance metric for independents.  For those of us inside a consulting organization, we have 2 clients; the real one and the internal one that creates objectives and standards that are rarely negotiated, broadly applied to the organization and captured in metrics with funny names and acronyms. The full purpose is to create a standard and then measure each consultant against the standard. 

  • Jim can produce 230 lines of code per hour with a defect rate < .5 errors per thousand lines of code. The standard is 200 lines per hour and 1 error per thousand, therefore Jim is an overachiever
  • Jim billed 1701 hours this year against a target of 1700. Jim is therefore an overachiever.

But we are not commodities and the real questions that should be asked for a review are much, much tougher to create, to ask, to validate and to answer.Woman with thumbs down

  • Jim. That design that you did for this piece of code. Is it a high quality design? Is it maintainable? Does it perform well? etc.
    • Jim, that piece of code is over 2000 lines long. Let me show you how it could have been done in less than 100 and be much more maintainable and perform better. – Jim is an underachiever
  • Jim. How productive were you in those 1701 hours? Were you providing excellent value to the client or just time-sheet stuffing to make your billable quota?
    • Jim, that module you worked on really should have been completed in 2-3 weeks but it took you 2 months to do. Part of that is the exploding code base but also you’re just not getting concise designs. – Jim is an underachiever

So depending on the metrics, Jim is either in for a compensation increase or Jim is in for a performance improvement plan. (a.k.a you’ll be fired soon but we need it to be better documented so you don’t start a law suit)

Objectives and metrics can be weird, but here are some common inviolate truths that we all need to pay attention to and be the overachiever.

Now all large consulting organizations have a “balanced scorecard” for reviews. They will share some common elements:

  • A revenue or profit metric either measured in utilization%, billable hours, billable revenue, gross profit, net profit or some combination of these (money)
  • A revenue-generation metric either measured in renewals, extensions, change orders or new billable business (money)
  • A client satisfaction metric either measure in feedback, on-time delivery, on-budget delivery or delivery quality metric or some combination thereof.(client happiness which means more future money)

So this is 3 key elements of the “balanced score card”. Not to restate the obvious but consulting is about making profit from happy customers that will continue to make you more profit in the future. Therefore don’t be shocked when the balanced scorecard is heavily weighted down by the 3 categories above.

The reason that I mention this here is simple. You MUST nail these metrics. Whatever label you put on them, every consulting organization has them and if you miss these, your stellar performance on the latter scorecard items will not matter. The scorecard is never really balanced.

Now there will be lots of scorecard filler…

  • teamwork
  • practice contributions (IP development, mentoring, training)
  • personal development (training, certifications etc.)
  • client relationship management
  • Innovation
  • Adherence to Policies and Standards (timesheets, project reports, audits, code quality etc.)
  • being nice to puppies and children etc.

My recommendation to you is to focus on the 3 key elements and then look for a major, noteworthy contribution. Specifically, something that you can do that will drive substantial benefit for your consulting organization. The people looking at your review are employees of your organization. Their bonuses and general well-being are impacted by the success of that organization. Think about them like a client that you need to drive value for. Think about a challenge your organization has and then fix it.

Some examples of extraordinary ideas I have seen over the years are:

  • practice was challenged with timely entry of timesheets, so a consultant built a PDA application to track daily time for everyone (it took 33 hours to build and was a MAJOR hit, improving cash-flow also)
  • consultant that ran brown-bag lunch information sessions for customers on technology areas that resulted in an extra $500,000 in projects.
  • consultant convinced a client to use an automated tech QA tool saving the consulting company $1M on a fixed price contract
  • consultant started a social network in the universities looking for new grads to recruit and they cut recruiting costs in half

Want to love your next performance review?

  • Make sure you at least hit base objectives in the money and client happiness category then
  • Think of one thing that will really drive value for your organization and just do it!
  • When you drive value, you become more valued.

people_target

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Communicating Your Value and Narcissism–Where’s the line between them?

crossing-the-line-739288

When the hockey team wins the Stanley Cup and parades down main street shouting “We’re Number One!”, no one would call that narcissism. They are actually number one, it’s a fact. However when the starter goalie for the team mid season proclaims that he was in fact the best hockey goalie in the league, he got hundreds of sports commentators to vehemently disagree on-air calling him a narcissist and other similar words that were easier for them to say.

As consultants we cannot count on our value to our clients being magically understood by osmosis. Many consultants have done stellar jobs, made themselves indispensable to the client and then found their contracts  terminated or not renewed. (Only later the client finding out the error they have made) You need to assume that your client will need to justify your contract and that you are solely responsible for providing them with the required facts to make that business case easy to approve.

Now here is the tricky part. It is not enough for you to simply communicate the tasks that were done and the value of having those tasks complete. An uninformed reviewer of the business case would see indeed that the tasks were valuable but would not understand why it was important to have you do them.  You need to communicate not only the value of the tasks but why involving you specifically was the best approach both for tasks completed and tasks yet to be done. You also need to communicate your personal value, without it labeling you as  narcissistic.

Which one of the following three statements do you find the most offensive?

  • I am the greatest architect in the world. You are very fortunate to be able to secure my services.
  • I am the best architect you will every meet. If you knew what I know, you wouldn’t have to eek out your miserable existence the way you do.
  • A client walked into an architectural workshop and saw a guy leading a group of architects through a solution design. He said. “Who’s that?”. The man replied “That’s God, He thinks he’s <your name here>”

Push your value comments too far and Schadenfreude kicks in. Imagine for a moment that your colleague at work has spent the last 3 months talking about the big bonus they received, how they are going to spend it on the world’s most lavish tropical vacation and they will think about you here in the snow while drinking their Mai-Tai on the warm beach. You then see the following on the news during their  January vacation.

palmsnow

Freak snowstorm hits tropical isle!.

I’ll bet you’ll crack a smile. That’s Schadenfreude.

So where is the line?  The line that separates the communication of your optimum value and  your relegation to an egomaniacal narcissist?

The line is  client-verifiable truth.

At the outset of the engagement you established objectives, schedule, deliverables and anticipated benefits of your involvement.  (or you should have). Now you get to provide the client with a self-generated report card.

  • What objectives were met, missed or exceeded. If they were exceeded what material impact did it have for the client?
  • Where you on, behind or ahead of schedule? What was your role in making the result happen?
  • What deliverables were made and more importantly how did you ascertain the quality of the deliverable. Was it passable or excellent. If excellent, how so?
  • Were the anticipated benefits of your involvement realized or will be they be realized in the future?
  • What additional benefits or value-add did you deliver during the engagement?
  • What value-add observations or recommendations do you now have?
  • What comments were made by the team about your performance?

As long as the recount is true and the client has already or can easily verify the value statements made then you are communicating your optimum value.

With each value claim that you assert, ask one very important question. Can the client verify the veracity of this claim?

An example:

If you are part of a team of 10 resources and make the following statement. “I led the on-time delivery of the project.”  The client must agree that it was on-time and further must agree that you were the sole leader responsible. It could easily be interpreted as boastful or worse yet incorrect.   Reframe the statement as.. “The team delivered the project on-time. My role was to help them manage the tasks to achieve success.” In the second statement we still proclaimed the on-time delivery fact, but softened the leadership role as the client may not have fully been able to verify that you were the sole leader” Here we have pushed the value communication right up to the line, but not crossed it.

It is not difficult to know where the line is. The difficulty is to be bold enough to get close to it. It is at the line, where your client most understands your true value to them and the place where they make decision about bringing you back in the future and what they will pay for you.

Undertstanding and Communicating Your Value. provides some additional insights.

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Facilitating the “Angry Mob” meeting Part 3

Business-Meeting-psd53664

In my blog post Facilitating the “Angry Mob” meeting – Part 1 , I talked about the core things the facilitator needs to do to prevent problems in an “Angry Mob” meeting. Now we need to talk about what to do when problems happen. Some common problems are:

  • Side-Bar Conversations
  • Endless Discussion
  • Conflict
  • The Power Grab
  • Slow Decisions
  • Malicious Silence
  • Going too Deep – Dealing With Minutia
  • Staying on Time

In my blog post Part 2 I commented on dealing with side-bars, endless discussions and conflict problems.  This blog post will comment on the remainder.

The Power Grab

As dangerous as side-bars, the power grab is a maneuver normally conducted by a single member of the meeting to  negate the impact of the facilitator and influence the outcome of the meeting. The power grab manifests itself in behaviors like the following:

  • talking through or interrupting the facilitator
  • taking strong positions and refusing to provide credit for any other ideas
  • constantly stacking the deck by only talking about the positives of one approach and the negatives of all other ideas
  • responding to answers when other people are asked the question
  • presenting suppositions as facts

“Jeff, hold that thought. Right now we are just generating ideas. We want to the ideas on the table before we are talk about the pro’s and con’s” . This type of response will help reduce the negative opinions being expressed in the early stages.

“Jeff, thanks for that. Okay let’s take a few minutes and discuss the potential down-sides of Jeff’s suggestion. Barry, I’ll start with you and we’ll go around the table…” . This reminds the power grabber that they are in a facilitated meeting and there is risk to not playing by the rules and rebalances the analysis.

“Jeff. You seem to have a very strong opinion on this. Assuming this team here makes another choice, are you going to be able to live with that choice?”. Put the issue on the table in black and white. Is any other option acceptable, if not then then this persons participation is not needed and may perhaps need to resign or be removed from the group.

“Jeff. You indicated that the Senior Management team had already decided in this approach. Can we table the document that provides this insight?”. Challenge suppositions that are presented as facts by requiring proof of the fact or  restate to the team. “Jeff, Thanks. At this time in order to move forward I believe we must conclude that the Senior Management team has not made a decision on this and that assuming otherwise would be inappropriate until validated.”

“Jeff, we have heard some focused ideas from you but now, I’d like to give that same opportunity to some other members of the team.”

Slow Decisions

As the facilitator you alone must be responsible for determining whether the lack of a decision is a product of insufficient time,discussion and information or simply a collective unwillingness to decide. Some decisions are hard, they have consequences and the associated accountability for the decision may not be desired by the decision-makers. They would much rather it be SEP (Somebody Else’s Problem). The best way to facilitate a decision is to leverage a decision process. First decide up front the team’s time budget for the decision. Just how important is this decision and what investment of time is it worth to get a decision. Set a time budget, explain the process to the participants, gain their agreement that the outcome of the process will represent the joint decision of the team and then initiate the process. Sample:

  • Define the situation/decision to be made and specific constraints
  • Identify the important criteria for the process and the result , and rank weight the criteria
  • Consider all/some possible solutions
  • Score the solutions against the criteria
  • Choose the best option based on the outcome of the scoring

In very tough situations where there is a unified inability to make a team decision, set-up the process as above but with 1 additional factor. A default decision. If you get to the scoring and people cannot agree to a result, then the default decision applies automatically. Normally the specter of a default decision is enough to spur-on discussion and resolution without actually taking it as the decision.

“In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” – Theodore Roosevelt

Malicious Silence

This is a tough problem for the facilitator as it is difficult to ascertain whether participants’ silence is truly because they have nothing to add or whether they may actually have strong insights and can derail the process by withholding that information. As the facilitator you need to ensure that no one gets to sit on the bench. Ask questions that are not binary and can probe into the silence.

Don’t – “Kim, do you have anything to add?” (Kim shakes her head no)

Do – “Kim, with option 2, what do you see as the main challenge, what would you or perhaps the IT group worry about most?”

 

Going too Deep – Dealing With Minutia

Accountants, Lawyers and IT people are the worst for going too deep in discussion. It’s in our nature to be detailed and to sweat the small stuff. As the facilitator with teams that like to go deep, you must constantly challenge the team to prove that the level of detail is necessary to reach the decisions required. It may be necessary for the facilitator to down-play their own knowledge or abilities to focus on keeping the discussion at the right level.

“Marnie, Sorry perhaps I don’t understand. We are developing the criteria by which we are going to select a product for enabling dynamic business process change. Can you help me link where the current discussion on class libraries relates to enabling dynamic change?”

Keep two charts in the room. Parking Lot for Unresolved items and a “for further study” for minutia that will likely never really be investigated but it’s a great way to get it off the discussion agenda.

shred2

 

Staying on Time

Some people simply don’t believe that time is important. As a facilitator you will not change that belief but you can make it seem like it’s important. Start on time. If anyone is late, stop and carefully replay the full content of what has been covered, followed with “I look forward to everybody being on-time, so we don’t have to have these instant replays every day!” Set time objectives for the process and communicate those objectives to the team, get agreement in advance on contingency plans (over-time, after-hours etc.) if the schedule is not maintained.  Track your performance to the objective and communicate this to the team at the start of each meeting.

  • Create sub-groups to discuss and present findings for parking lot issues before the next scheduled meeting
  • Try not to invoke over-time rules, but remind people of the commitment to get results on schedule
  • Do “trial-closes” on the topic frequently. This will remind participants of what has been agreed, what remains and what specifically the focus of the decisions need to be.

“Ok, so we have agreed on the criteria, the evaluation of the 5 options, it seems that only 2 of these are practical. I have not heard any significant opposition to Option 2. Can we make this our recommendation?” Remembering that it is a trial-close not the real decision but it will help focus the discussion on what really needs to be talked about.

I am not a proponent of forcing meetings to a close because they were booked for 90 minutes and the time has expired. The time I believe is important to manage is the overall process. When do we need to get to certain milestones in the process? Even better if a meeting runs shorter than the allotted time. Give the time back and stay committed to the scheduled milestones.

 

If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.’  – Dave Barry

On the other hand, the Angry Mob meeting only occurs when people care about the topic. Your job as facilitator is to take that passion and to redirect it to a solution that everyone can support. Facilitating the Angry Mob….

Posted in Consulting Excellence | Tagged | 2 Comments