PUSAT PERMATApintar NEGARA (PPpN) 17-18 December 2013
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OVERVIEW OF CONSULTANT AND CONSULTING
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Who Is A Consultant
A consultant (from Latin: consultare "to discuss") is a professional who provides professional or expert advice. Wikipedia A person who gives professional advice or services to companies for a fee. Merriam Webster
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Why Consultant
1. The purpose of consultant is only one; to enable and increase implementation ratio of their recommendations. 2. Usually consultant helps by the redefinition of the problem; looking at the problem from different angle.
Peter Block, Flawless Consulting
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What Consultant Do?
1. Managing the relationships between human and technology. 2. In this respect, Authenticity is very critical and a differentiating factor as a consultant. It becomes a competitive advantage. 3. Authenticity breeds trust and it is crucial in consulting relationship.
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WHAT IS CONSULTING??
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What Is Consulting
1. Is a set of processes and methods used to make a difference and infect change to improve a situation but have no direct control over the implementation. 2. Usually consulting projects get started because managers feel pain. It would be nice if it was the desire for further improvement and preventive measures!
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Consulting v. Advising
CONSULTING 1. Purpose is to provide and implement change based on recommendations. Act as an expert in rolling out plans. 2. Consultant involves directly in carrying the solution and implementation. 3. Consultant acts as problem solver. 4. Utilizing specific knowledge and details and help the client to deal with specific problem. 5. Bring up the problem and attack. ADVISING 1. Purpose is to provide big picture and provoke thinking. Act as sounding board to broader view after conversation. 2. Advisor involves at the initial stage to define pros and cons in certain decision. 3. Advisor acts as Dutch uncle. 4. Utilizing various details and help the client to find connection himself. 5. Aware of the problem and let it find its own level.
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Internal Consulting vs. External Consulting
INTERNAL CONSULTING 1. Operate as part of the organizational hierarchy. 2. Bounded by the department goals and procedures 3. Usually deal with organizational issues 4. Report to a permanent organizational structure 5. Carry organizational title and position; may limit access to decision makers and key stakeholders 6. Project initiation and involvement is by mandate. 7. Normally conform to internal needs and wants from project stakeholders 8. Reasonably stable and predictable environment and good personal life. EXTERNAL CONSULTING 1. Operate outside of the organizational hierarchy. 2. Bounded by the project objectives, goals and outcomes. 3. Usually deal with business issues 4. Report to a project structure and disband upon completion 5. Carry role in the project; may widen contact to stakeholders and decision makers depending on the stage of the project 6. Project initiation and involvement is by choice. 7. Normally react firmly to internal needs and wants from project stakeholders 8. Can be hectic and pressurizing environment and challenging personal life.
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Why Consulting Is A Competitive Advantage
It develops high level thinking skills. It promotes fundamental and conceptual mindset big picture. Complementary to specialize skills and more marketable Opportunity to deal with complex organization problems. Develop stronger and deeper relationship with the people inside the organization. Build confidence level and leadership capability. Learn how to build relationship and business networks. Develop and polish communication skills. Develop strong sense of time and priorities. www.khairul-anwar.com
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PUSAT PERMATApintar NEGARA (PPpN) 17-18 December 2013
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CONSULTING ISNT JUST TECHNIQUES
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Consulting with Substance
1. Substance is the consultant knowledge of the problem and the data related to it. 2. Most of the it is cognitive and objective. Related to business, operation, processes, people management etc.. 3. It is also a measure of the skillfulness of the consultant in terms of analyzing and synthesizing the data and communicating the findings.
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Consulting Beyond Substance
1. However, substance alone will make you like any other con-sultant. 2. Beyond substance requires you to look into these areas:
a. Responsibility it has to be 50/50 proposition b. Feelings owning up feelings c. Trust ask to trust confidentiality and put distrust into words d. Your Own Needs dont fall trap in service mentality
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PUSAT PERMATApintar NEGARA (PPpN) 17-18 December 2013
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THE CONSULTANT GOALS
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G1: Establish Collaborative Relationship 1. Firstly because collaborative relationship maximise the uses of peoples resources. 2. Secondly the consultant actually functioning as a model of how to solve problems.
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G2: To Solve Problems So They Stay Solved 1. To work on quickwins and immediate results alone isn't enough because it could be symptomatic. 2. Consultant should work with another level analysis to find out the root cause and try to connect them with the symptoms.
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G3: To Ensure Attention Is Given to Substance and Beyond Substance
1. Each situation has two element; Technical/Business element and People interacting element. 2. Consultants are in unique position to address both elements productively as you have no vested interest in the process issues or no power to gain or lose. 3. You can urge the attention to both elements in which the line managers can listen to you effectively.
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PUSAT PERMATApintar NEGARA (PPpN) 17-18 December 2013
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ROLES CONSULTANTS CHOOSE
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Expert Role
1. The client delegated everything to the consultant to solve the problems. 2. Eg. Staff come late and the line manager asked the HR consultant to do what is right and fix it. 3. Heres what is happening in this kind of relationship:
Manager decides to play inactive role Decision how to proceed made by the HR judgment Information needed gathered by the HR consultant Technical issues rests with the HR consultant Collaboration isnt required Two-way communication is limited The HR consultant plans and implements accordingly. The line manager role is to judge the implementation The HR consultant role is to solve immediate problem The line manager will not learn anything and come back with the similar problem in the future. www.khairul-anwar.com 22
Pair of Hands Role
1. The client sees the consultant as extra pair-of hands. 2. The client requested the consultant to look at the problem and attempt to solve it, but the manager still retain full control over the problem. 3. Heres what is happening in this kind of role:
Consultant takes a passive role Decisions on how to proceed are made by the manager Manager selects methods for data collection and analysis Control rests with the manager Collaboration isnt necessary Two way communication is limited Manager specifies change procedures for the consultant to implement Managers role is to judge and evaluate from a close distance The consultants goal is to make the system more effective by the application of specialized knowledge The manager will repeat until the steps above until the desired result is www.khairul-anwar.com 23 achieved.
Collaborative Role
1. The consultant enters the relationship with the notion that management issues can only be dealt with effectively by joining his specialized knowledge with the managers knowledge of the organization. He helps the manager to solve the problems by using his expertise. 2. Heres what is happening in this kind relationship:
Consultant and manager work to become interdependent Decision making is bilateral Data collection and analysis are joint efforts Control issues become matters for discussion and negotiation Collaboration is considered essential Communication is two-way Implementation responsibilities are determined by discussion and agreement The consultants goal is to solve problems so they stay solved
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DAY TWO
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FUNCTIONAL RECAP OF DAY ONE
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Who is a consultant What is consulting Consultant manage the relationship between human and technology Consulting v. Advising Internal v. External Consulting Authenticity breeds Trust Time, Cost, Resources Three Goals of Consultant Three Roles of Consultant Punctuality and Professionalism Substance and Beyond Substance Consultant in a neutral position to infect change Prepare to work with various levels and find root cause Consulting skills is a competitive advantage Being a consultant is awesome!
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PUSAT PERMATApintar NEGARA (PPpN) 17-18 December 2013
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CONSULTING BY GETTING THE CLIENT ON BOARD STEP BY STEP
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12 STEPS GETTING THE CLIENT ONBOARD
Step 1: Defining the Initial Problem Step 2: Deciding to Proceed With The Project Step 3: Selecting the Dimensions Step 4: Deciding Who Will Be Involved in the Project Step 5: Selecting the Method Step 6: Data Collection Step 7 9: Funneling Data, Data Summary and Data Analysis Step 10: Feedback of Results Step 11: Making Recommendations Step 12: Decision on Actions
Ask the client to state what the problem is. Add to this statement what you think might be some more underlying causes of the problem. In the decision whether to proceed, you also have some choice. If the project is set up in a way that you think it wont succeed, this should be negotiated. Given your expertise in the project, you may know best what aspect of the problem should be analyzed 1st. The client can be asked what to look for. The client expects the consultant to do the whole job. Creating a consultantclient team to do the job is a good way to build client communication. The client has ideas about how the data should be collected. Ask them how best to gather this data as usually data is not centralized. Have the client to do this with you. Get an approved letter for you to work around and ask data from the people inside the organization. Funneling huge amount of data into a manageable amount of information and then summarizing takes a lot of time. Urge the client to be with you on this. Again, get the client to work with you on this. Have the client share in presenting the data analysis in the feedback meeting. Develop workable recommendations together with the client where integration of your technical knowledge and clients practical senses. Once the study is done and recommendations made, the client may want to totally take over the process and dismiss the consultant. Attempt to resist. www.khairul-anwar.com 29
12 STEPS GETTING THE CLIENT ONBOARD
PHASE 1
STEP 1-3
PHASE 2
STEP 4-5
PHASE 3
STEP 6-9
PHASE 4
STEP 10-12
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SMALL THING, BIG DIFFERENCE
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Effective ListeningSKILLS Skills COMMUNICATION
Eye Contact Active Body Posture Restate
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Effective Listening Skills EFFECTIVE LISTENING SKILLS
Listening Is The Ability To Understand And Respond Effectively To Oral Communication.
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If we were supposed to talk more than we listen we would have two mouths and one ear.
- Mark Twain-
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COMMUNICATION IS KING
Verbal
Written Letters, Memos, Reports, Newsletters, Oral Face to Face Conversations, Telephone Calls, Speeches, Meetings
Non Verbal
Body Language Facial Expressions
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UNDERSTANDING BARRIERS
Perceptual barriers Cultural barriers Language barriers Gender barriers Interpersonal barriers
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COMMUNICATION EXCELLENCE
1. 2. 3. 4. 5. 6. 7. PREPARATION ENTRANCE KNOW WHAT YOU WANT TO SAY BELIEVE IN YOUR MESSAGE REPEAT MAJOR POINT CONTROL FEAR AND NERVOUSNESS STOP TALKING AND LISTEN
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COMMUNICATION EXCELLENCE
1. 2. 3. 4. 5. 6. 7. THINK BEFORE YOU TALK EXPRESSION BREATHE EYE CONTACT VOICE USING YOUR HANDS BODY POSTURE
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1. 2. 3. 4. 5.
Who are you What you do you specialize What so great about you How you can be a solution Practice Practice Practice
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TRICKS IN ELEVATOR PITCH
What is my message in one sentence?
How will I engage? Entertain? Make my message memorable?
Why is this so important to me? Why am I saying what I am saying?
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DRESS FOR SUCCESS
To project professionalism To be presentable To get competitive advantage To give a little more attention
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FACTS ON GROOMING
95% of employers say personal appearance has an effect on opinion of applicants suitability 91% say dress and grooming reflect applicants attitude towards company 61% say dress and grooming have an effect on subsequent promotions
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FACT TO PONDER
55% of another persons perception of you is based on how you look.
- Kim Zoller -
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GROOMING AND PRESENTING YOURSELF
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GROOMING FOR MEN
As a rule, the simpler the better.
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GROOMING FOR MEN
Trousers may or may not have pleats
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GROOMING FOR MEN
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GROOMING FOR MEN
Your tie should co-ordinate with your attire The knot should be a perfect triangle
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GROOMING FOR MEN
Wear only formal belts with a sleek buckle. As thumb rule, match your belt to your shoes.
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GROOMING FOR MEN
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GROOMING FOR MEN
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GROOMING FOR MEN
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GROOMING FOR MEN
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GROOMING FOR MEN
Hair should be cut regularly and well groomed Nails should be clean and short Gentlemen should not wear more than one ring per hand, and no earrings or facial piercing should be worn for business attire Cologne and aftershave should be worn sparingly, though deodorant should always be worn All clothing should be clean and pressed
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GROOMING FOR LADIES
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GROOMING FOR LADIES
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GROOMING FOR LADIES
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GROOMING FOR LADIES
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GROOMING FOR LADIES
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GROOMING FOR LADIES
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GROOMING FOR LADIES
Long hair should be pulled back or styled away from the face. Short hair should be styled. Natural looking makeup should be worn. Nails should be clean, manicured, and somewhat short, with neutral polish. No more than one ring should be worn per hand. Perfume should be worn sparingly, though deodorant should always be worn. All clothing should be clean and pressed.
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Clothes and manners do not make the man; but, when he is made, they greatly improve his appearance - Henry Ward -
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MANNERS MATTER
1. Be calm, energetic and humble. 2. Plan to arrive at least 15 minutes prior to the meeting / discussion time. 3. Please switch off your mobile phone during the meeting / discussion. 4. Do not plan activities for after the meeting / discussion as it may take longer than expected. 5. Adaptability and flexibility: - Be open to new things - Discussion may be broad and sporadic - Meeting location may change - Attendance in meeting may be different from time to time - Information may not ready 6. Ask question to show your interest. 7. Dont forget to SMILE
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PERSONAL EFFECTIVENESS
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KHAIRUL ANWAR
khairul.pmoc@gmail.com +6012 695 3164
Thank you very much.
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