Understand context, gather information, and analysis skills

Lifeline crisis support skill Applied to consulting
Meeting each client at where they are now; not where they were, or should be. Generally asking men “What do you think of…” and women “How do you feel about…” Appropriate levels, style and depth of engagement; to better develop contextually-appropriate solutions.
Recognising that each client is different. One solution doesn’t fit all.* The appropriate solution is one tweaked to suit each client’s situation. Each client is different. Each group or department within a client organisation is also different. Broad solution approaches and frameworks need to be tailored to each group for maximum effectiveness.
Asking questions without beating around the bush. Asking difficult questions. Asking dumb questions. An external consultant is in a unique position to ask the tough questions. And when exercised diligently and respectfully should endeavour do so.
Gather and work with data, opinions as well as emotions and intuitions. Information comes in different hues and shapes. Feed them all into the mix to increase the likelihood of useful insights and revelations.
Calling immediacy when required: what is happening here and now. Actively  acknowledge the elephant in the room. if an external consultant, removed from the daily office politics, cannot name the elephant (ie call immediacy), who can?! Being mindful of always grounding in reality can cut through unhelpful organisational myths or entrenched, flase beliefs.
Not making assumptions (about gender identity for example.) Checking for correct understanding especially where vague words and phrases are used. Even the most innocent of assumptions can misdirect a course of action if left unchecked. Does PMO in a given situation mean Project Management Office or Prime Minister’s Office?
EmailFacebookTwitterGoogle+LinkedInStumbleUponDeliciousDiggDiigoPinterestFlipboardShare