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: Consulting at the Individual Level

…Providing Asset Management for Human Capital


BPR: Business Process Reegineering or Becoming a Personal Resource?
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Part One Objectives

    A    To communicate a role change model, and the continuous improvement mindset as a leveraging agent for change

    B    To describe the characteristics of a Personal resource

    C    To communicate the elements and benefits of client contracting

    D    To develop and polish the consulting skill sets of listening and contracting

I.    A Personal Resource Model

    A.    The Change Continuum

        1. Discovery/Admission

        2. Understanding

        3. Implementation

        4. Persistent & Consistent Action

     B.    Roles of the Leader, Team/Individual, and Change Agent at Each Stage

     C.    The Consulting Cycle: Evaluate/Plan/Contract/Deliver/Follow-up

     D.    Overlapping Spheres of Influence

     E.    Exercise: Self-assessing your current consulting cycle

II.     Listening as a Fundamental Contributing Skill

     A.    Listening as a Personal Resource: Special Considerations

     B.    Active Listening

        1. ‘Minimal Encouragers’

        2. Body language

        3. Rephrasing

        4. Open-ended questions

        5. Empathy

     C.     Exercises: Practicing listening as a Personal Resource

III.    Contracting as a Fundamental Means to Becoming a Personal Resource

     A.    The Definition and Client Contracting Benefits

     B.    The Key Values and Habits of Personal Resources (Internal) and Consultants (External) [PR&C]

     C.    The Seven Components of Highly Effective Contracts

     D.    Examples of Contracting Discussions and Documents

     E.    Exercise: Assessing Your Current (or Model) Contract

Part Two Objectives

     A.    To use a variety of skills in assisting and advising your client (including boss, club president, etc.)

     B.    To personally make an effective PR&C contact (remember ASPIC)

     I.    Advising as a Fundamental Skill Set of Consulting

     A.    Recommending

        1.     Recommendation Sources for a Personal Resource/Consultant: Yours and Others

        2.     Conceptual Models for Developing Recommendations

     B.    Coaching

        1.     “Nudge, nudge, say no more...,” and other ‘Prompting’ techniques

        2.     Pinpointing Behavior

        3.     Feedback: Recognition, Praise and the Third-Party approach

        4.     Closing on Action

     C.    Persuading

        1.     Selling

        2.     Negotiation

     D.    Confronting

        1.     Naming resistance

        2.     Differing: Agreeing to Disagree

     E.    Solving

        1.     Performance Analysis

        2.     Nine-Step Problem Solving Model

     F.    Exercises: Prospecting & Contacting Role-play

II.    The ASPIC Model for Networking and Business Development

     A    The Model

        1. A ssociate

        2. S ustain

        3. P rospect

        4. I nitiate

        5. C ontact

     B.    Exercise: ASPIC role-play #1

     C.    Exercise: ASPIC role-play #2

Part Three Objectives

     A.    Practice handling difficult client situations

     B.    Practice assessing a team's effectiveness as a team

     C.    Practice observing and facilitating teams in action

I.     Exercise: ASPIC role-play #3

II.    Handling Difficult Client Situations

     A.    Behaviors That Make Some Clients Difficult

     B.    Options for Responding to Difficult Behavior

     C.    Exercise: Cases of Difficult Situations

III.    Assessing a Team's Effectiveness

     A.    Team Assesment Methods

     B.    Models and Checklists

IV.    Facilitating a Team

     A.    Serving as a Team's Facilitator

     B.    Guidelines for Effective Facilitation

V.    Mentoring Teams through Team Meetings

     A.    Effective Team Meeting Characteristics

     B.    Key Meeting Behaviors: Leaders and Members

     C.     Exercise: Observing team meetings video clips

Part Four Objectives

     A.    Survey the Scope of ‘Business Planning’ tools

     B.    Appropriately measure and report throughout the organization

     C.    Visit Jargonvillle, USA, don’t live there: conducting a stakeholder analysis

I.    Planning Organizational Improvement     

     A.    Charting Past Changes

     B.    Interviewing as part of Planning

     C.    Combining Strategic Planning and Organizational Improvement Planning

     D.    Major Approaches:

        1. White Sheet of Paper

        2. Tally Ho!: Targeting Specific Processes

        3. Inter-Team Relationship Growth

     E.    Planning Tools

II.    Stakeholder Analysis

    A.    Analyzing the Motivation and Support Among Those Involved

    B.    Identifying Strategies for Gaining Support

    C     Exercise: How to Best Proceed at Varying Levels of Support in Your Client Organization

III.    Measurement and Reporting

    A.    Measuring Implementation Progress and Status

    B    Working with Senior Teams and Steering Committees

IV.    From Surviving to Prospering as an Internal Consultant

    A. The Five C's:     Credibility, Competence, Confidence, Compassion and Credit

    B.    Factors That Making Consulting Enjoyable

    C.    Self-Correcting When Problems Occur

Follow-Up and Follow-Through

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