ATD's Handbook for Consultants

Introduction

ELAINE BIECH

Are you thinking about starting your own consulting practice? Well, your timing couldn’t be better. The gig economy is in full swing, and it has forever changed the world of work as we know it. Many people are leaving traditional nine-to-five jobs for more agile roles. The shift away from the full-time employment model toward contract, freelance, and other nontraditional arrangements has made it easier for those who prefer a more flexible, self-directed work life. Consulting is at the top of the list of career paths for talent development professionals and others who have unique skill sets and expertise—like you.

In addition, it’s becoming easier to get consulting work. Many companies can’t fill their hiring needs, and they embrace the experience and flexibility that consultants bring. As the workplace continues to change, talented consultants are increasingly in demand because companies can’t do everything in-house. In our fast-paced world, companies lack the specialized skills and expertise to handle their growing needs, and they often don’t have the staffing flexibility to complete special projects that require more employee hours. They appreciate the value of the consultant’s fresh new ideas and outside opinions, as well as the speed and efficiency that comes with bringing in an expert. No wonder the Bureau of Labor Statistics cites consulting as one of the fastest growing industries of this decade at $320+ billion and growing! Consulting is more respected than ever.

While the decision to become a consultant may seem easy, the tricky part is knowing how to become a successful consultant. It isn’t the right choice for everyone. Yes, consulting can be incredibly rewarding and lucrative, but new consultants need to understand its enigmas to truly be successful. This handbook unveils a few of the mysteries that separate successful consultants from mediocre ones. Whether you’re just starting out or celebrating a decade or more in the business, you’ll find something in this handbook to empower and inspire. Those new to the industry will gain clarity about consulting and insights to help them understand what they’re getting into. Experienced consultants will find different ways to view what they do and how they can be more effective at growing their businesses.

What Can You Expect From This Handbook?

ATD’s Handbook for Consultants is a definitive guide that strives to answer all your burning questions. We have worked hard to make this publication:

• Authoritative. Most of our authors have been in the consulting field for decades. We are honored that Peter Block—who wrote the seminal guide to consulting, Flawless Consulting, more than 40 years ago, now in its fourth edition—contributed the opening chapter. You’ll also hear from experts such as Rita Bailey, Holly Burkett, Wendy Gates Corbett, Jonathan Halls, Cindy Huggett, Bill Treasurer, Sharon Wingron—well, check out the table of contents for yourself. I think you’ll be impressed with the author lineup.

• Broad. A handbook must be expansive enough to appeal to people at different stages of their career. For example, new consultants will want answers to basic questions (such as, what unique skills will I need, how should I name my business, and why should I select consulting as a profession?). Consultants who have been in the business for a while, on the other hand, may want to peruse some stretch topics (such as the challenge of working in and on your business at the same time).

• Complete. This may be the biggest challenge when you think about a handbook and the breadth of the consulting field. Consultants need to know a lot about their area of expertise, but it gets complicated. To be successful, you also need to know about running a business, what’s required to be an entrepreneur, and how to market and sell your consulting services. We’ve got you covered with several business topics, ranging from how to establish a 21st-century consultant’s office to creating a business strategy.

• Practical. Between its two covers, this handbook provides new tools and more efficient practices, such as how to write a winning proposal or develop passive income. It is also supported by more than four dozen additional tools from the chapter authors, which you can download for free from the ATD website. Free tools—now that’s exciting! In addition, our authors have also provided more than 100 consulting tips, which are embedded throughout the chapters.

• Implementable. To ensure you can immediately put these ideas to the test, each chapter ends with a section titled Actions You Can Take Now to give you a quick start in the right direction.

• Informative. This handbook explores a variety of career options beyond being an independent consultant. There’s a chapter on joining a boutique consulting practice and another on what you’ll learn working for a large consulting company.

Starting a new career or growing your business can seem daunting, but this handbook provides quick access to the information you need without searching through multiple books, articles, and online sources. I believe this handbook is a great place to start, with its collection of topics, the content in each chapter, and the ease with which you will be able to find what you need. It will take you along your journey to becoming the most successful consultant you can be.

What Content Will Support Your Consulting Plans?

The 35 chapters in this book hold a vast amount of knowledge no matter where you are in your career. And if something sparks your curiosity, you’ll find contact information for each author so you can network with them to explore their topics in more depth.

We’ve divided this handbook into five sections: exploring consulting, getting started, delivering results, developing business, and focusing on your future. Each section introduction includes commentary about key upcoming themes and some ebbvice (four to seven actions you can take to address the topics). Much like the consulting tips and activities you will find in each chapter, these actions are easily implementable.

The chapter following each section introduction was written by a consulting luminary. Together, Peter Block, Marshall Goldsmith, Ann Herrmann-Nehdi, Peter Schein, and Michael Zipursky have more than 200 years of consulting experience. Their chapters provide a valuable personal perspective about what’s most important for you to know.

Where Should You Start in the Handbook?

With so many good topics, how do you know where to begin? Start by determining where you are in your consulting career. Are you still toying with the idea of becoming a consultant? If so, turn to section I. The authors here provide much to think about before you make the move. If you’ve decided to move into consulting, peruse sections II and III for ideas about breaking into the profession, what you might offer your clients, and how to name your business. If you’ve been consulting for a few years but want to achieve more, check out section IV for tips on attracting more clients through marketing, networking, sales, and even volunteering. If you’ve been a consultant for a while, turn to section V, which challenges you to view your business differently.

Remember to check the list of resources in the back, which were all recommended by our authors. Many are directly related to consulting, but I urge you to move beyond that to other topics. For example, if you are feeling uncertain or fearful about moving into consulting, consider reading Bill Treasurer’s book about taking risks. Other books may seem like a stretch but explore the skills and attitude you’ll need as a consultant. For example, Paulo Coelho’s The Alchemist explores themes of personal growth, destiny, and the journey toward one’s dreams. Although it’s a work of fiction and not explicitly about consulting, The Alchemist’s themes and lessons—such as uncertainty, learning from experience, navigating challenges, persistence, and resilience—encompass much of what you’ll require to be successful in the consulting world.

Another option is to review and download the online tools, which may help you work through some of your questions. You will find checklists, assessments, templates, planning forms, and other tools to help you make decisions and create your next steps.

Ready for Answers?

No matter what stage of your consulting career you’re in today or how or where you start in ATD’s Handbook for Consultants, you’re sure to find practical actions you can implement and thought-provoking concepts you can mull over before you make your next move. If you want to become the best consultant you can be, the centuries of expertise found in this handbook provide an invaluable investment in your professional development and your future.

I’ll close out this section with some food for thought. Have you ever wondered what other consultants think is critical to being an excellent consultant? I’ve been collecting responses to this question for years. Here’s what’s currently in the top 10:

1. Knows how to methodically diagnose any problem, structure, organization, or even a person

2. Creates and nurtures a personal and professional bond with all clients

3. Is constantly learning, growing, and developing; is well-read

4. Never misses a deadline

5. Can prepare a compelling report with clear, helpful graphics

6. Understands and practices entrepreneurial skills

7. Admires the client and becomes a true friend

8. Is ethical above all else

9. Is technologically competent

10. Knows how to run or participate in a meeting with equal effectiveness

SECTION I

Exploring Consulting

So, You Want to Be a Consultant?

Thinking about moving into consulting? This section delivers a wealth of knowledge from experts who have experienced the switch. If you are still in the training field, Rita Bailey identifies the consulting skills that every trainer should have, making you a better trainer as well as preparing you for a consulting profession. Then, three of our consulting authors—Sarah Cannistra, Maurine Kwende, and Bill Treasurer—share what you need to know before making the transition into consulting. Cindy Huggett rounds out the section by reminding you to clarify your why—why do you want to be a consultant?

As Peter Block, this section’s luminary consulting author, points out in his blockbuster (I had to do that) book, Flawless Consulting, a consultant’s success requires concentration on two processes:

• Being as authentic as you can be at all times with the client

• Attending directly (with words and actions) to the business of each stage of the consulting process

Block believes that consulting is a human endeavor about building relationships that matter, and for the past 40 years, his book has been the go-to guide to building trusting and meaningful partnerships between consultants and their clients. In his luminary chapter, he states that, The consulting process begins with four questions: What matters to you? What are you concerned about? What outcomes are you after? What did you try that didn’t work?

5 Methods to Guide Your Decision

Now it’s time for you to be a consultant to yourself. Before you jump into consulting, you’ll need to answer Block’s four questions about your professional situation. But how can you gain that insight? Try these five methods to help guide your decision about becoming a consultant.

1. Interview a Consultant

To learn more about what you are getting yourself into, interview a consultant. Consider it your take-a-consultant-to-lunch assignment. Gain as much information as you can about what it’s like to be in their shoes by asking questions like:

• How did you get started?

• Why did you decide to become a consultant?

• What do you do for clients? What problems do you solve?

• What’s a typical project like? A typical client?

• What’s the biggest lesson you’ve learned as a consultant?

• What’s a typical day or week like for you?

• What are the work-life balance issues for a consultant, and how do you address them?

• What’s the greatest challenge for you as a consultant? The most frustrating?

• What would you do differently if you could start your consulting practice over again?

• How can I best prepare myself to become a consultant?

• What would you miss the most if you quit consulting?

• What should I have asked about that I didn’t?

You will not be able to ask every question listed here, so make sure you’re asking those that are most important to you. And I’m sure you will think of others too!

2. Assess Your Skills

You are skilled and knowledgeable about the area you will consult in. To be a successful consultant, you’ll also need to know the consulting process (reading Flawless Consulting and chapter 15 of this book will help) and become an expert in communication, problem solving, managing meetings, designing surveys and materials, team building, and facilitating. Remember that you are in charge of a business, so you need to be skilled in business development (sales, marketing, and niche identification) and business management. Among myriad other details, you’ll need to determine a business structure, understand office technology, track expenses, project income, understand your financial data, develop contracts, and select a banker, an accountant, and an attorney.

Probably the most important is to check your mindset. What kind of self-talk are you practicing? Carol Dweck has given credence to the concept of a growth mindset. Her research supports the idea that what we think becomes reality—especially when it comes to our talents and abilities. Your mindset about consulting will permeate everything you do.

3. Talk to Your Family

Sit down and have a frank discussion with your spouse, significant other, roommate, or family. Block out enough time to present your idea, your thoughts about the transition, your vision, and any possible concerns. Ask them to think beyond everything going smoothly—what if things go wrong? Having a home office sounds great, but will they accept you being underfoot all day? How supportive will they be if the big deal doesn’t come through and you need to dig into the family savings to stay afloat? How supportive will they be after you skip yet another family outing because you have to work on Saturday. You need your family’s support—100 percent of it.

4. Establish a Startup Budget

Determine your financial requirements, including your startup costs, your annual expenses, and your income. Begin by identifying everything you need to open your consulting practice—equipment, furniture, an office, supplies, legal support, and so on. Then determine what your costs will be for one year.

Next think about your revenue and what income you will require. Calculate your salary, taxes, benefits, and business expenses for one year. Be thorough! Although it’s time-consuming this will give you an accurate picture of what you’ll need to earn to break even.

You can also use what I call the 3x rule (pronounced three times rule), which provides a fast and relatively accurate estimate of what you should be aiming to make in a year. For example, if you want a salary of $90,000, you will need to bill three times that amount, or $270,000. Why is it that high? Well, you’ll pay yourself $90,000 in salary, but you’ll use the rest to cover:

• Fringe benefits, such as insurance, FICA, unemployment taxes, workers’ compensation, and vacation time

• Overhead, such as advertising, rent, professional development, telephone, supplies, clerical support, and management

• Down time, including days when you are traveling, on vacation, or in training development; you’ll also require time to prepare for your clients

In addition, any good business should be looking for a profit. As a startup company working out of your home, you may be able to follow something closer to a 2x or 2.5x rule. However, while it may seem tempting, I caution you not to cut your budget too closely. If it’s too tight, you may experience cash-flow problems.

Finally, I recommend having at least six months of living expenses set aside that you can tap into as you start.

5. Share Your Plans

Begin networking with others to gain their insight. You likely don’t have to have a business plan yet. But even if you do, it may be informed by what you learn from your discussions with others. Who should you talk to? I recommend:

• People you know who work inside organizations that hire consultants. Learn how the consulting relationship is perceived from the employees’ perspective.

• People who know what you do and what skills you possess. Determine if they think you could consult with what you know.

• Friends and relatives who know you personally. Learn what they think you are good at and what you need to hone.

• Your professional association network. Discover who is consulting or who needs a consultant. Learn more about the trends in your specific industry.

Hopefully these five methods will provide you with the insight you need to make the decision about becoming a consultant. In the end, however, I believe that the most important reason to become a consultant is because you want to.

CHAPTER 1

What Is Still True

Peter Block, Luminary Consulting Author

It began with the director of an IT department back in 1976. I was working in the training and development department of Esso Research and Engineering before it became Exxon.

At the time, Esso was starting to build out its organization development (OD) function. It was exciting because we were at the forefront of the OD movement. The company had consultants, National Training Lab involvement, and even decided to train internal people to run T-groups—and I was a part of it.

Then, the IT director came to me with a problem. His organization was making recommendations to line managers, but the managers weren’t doing anything with them. By then, he’d gotten acquainted with our work, so he came to us and said, Could you put together a workshop for our people? We know our recommendations are good, but nobody’s acting on them. We created a workshop for his team around having impact when you don’t have control. We ran it for IT for a few years, and they seemed to like it. So, we decided that maybe we should offer it more broadly. We did, and we’ve been running it ever since.

A Flawless Start

Somewhere along the way, I gave a talk, and a publisher came up to me and said, Peter, that was a nice talk. Have you ever thought of writing a book? And I said, No, I don’t even believe in ideas. I don’t have a brain; I have a mouth. I can talk and break people into small groups. Leave me alone. He came back six months later, Peter, would you like to write a book? No.

Six months after that he came back and said, Peter, I’ll guarantee you $20,000 if you write the book and at the end of two years, if you don’t have royalties in that amount, I’ll make up the difference. I said, You got yourself an author.

I wrote the book, and it was fun. Those days, it was a typewriter, whiteout, and carbon copies. I had to have a hard copy done by a typist and it cost me, I don’t know, $500 or so. I sent the publisher the book and then he went bankrupt. So, it sat on a shelf for a couple of years until Pfeiffer and Jones bought it.

I was embarrassed by the book because it was so practical. I was doing organization development at the time, and my partners were very conceptual. But I wrote it with a cookbook in mind. I didn’t know if what I was doing as a consultant was relevant to staff, but I had a suspicion it was. So, we published the book.

And that’s how Flawless Consulting came into being.

What Is Consulting?

Consulting is a human endeavor about building relationships that matter. In Flawless Consulting, I found a way to give a concrete, tactile structure to building relationships in a form that is accessible to technical people, marketing people, those in HR, and anyone else doing relationship-based work. (Maybe even bosses.) Consulting has everything to do with leadership. You can call it relational or participative leadership, but leadership has the core elements of needing a relationship, needing to deal with resistance, and needing to communicate what’s working instead of what’s not working. I go through the same basic process in Flawless Consulting and our workshops, and it’s what leaders must do well every day.

Ultimately, consulting skills are not just for consultants. They are for everyone who must cultivate relationships at work. Consulting is about being willing to focus on relationships and realize that people make decisions based on what it’s like to be with you, not on your background, your credentials, your history, or who you’ve worked with. Everybody’s introduced as if their resume means something. In reality, it means nothing. What matters is what it’s like to be with you as a consultant in this moment.

In most workplaces, the business perspective and organizational life treats relationships as a means to an end. In consulting, relationships are the point: They are the way to have influence and see the world change. Workplaces are human systems—no matter how many innovations occur, relationships are essential for having impact. Today’s digital world is seen as a miracle, but the printing press was also a miracle. The telephone was a miracle. Our humanity is still at stake, and the Flawless Consulting process gives consultants a structured way to build relationships without demanding discomfort.

There are ways we show up that have little impact—like when we show up to work as a pair of hands, there for the sake of the client. We acquiesce too easily. We seek to be helpful, not impactful. However, we’re not serving the client if we don’t meet them as an equal. I recall one occasion when I went to meet a client at his office. The assistant greeted me and said, Ed is in there waiting for you. I walk in, the room is empty, and I’m thinking, Whoops, I’m losing it. He’s not behind the desk. Suddenly, the wall opens, and he has his own bedroom and bathroom built into his office. And I think Wow, I’m with somebody important. Even in the face of that, I still showed up as an equal.

The Steps

The consulting process begins with four questions:

• What matters to you?

• What are you concerned about?

• What outcomes are you after?

• What did you try that didn’t work?

After listening and restating what I’ve heard, I ask, Not only do I want to know what you want for this project, but what do you want from me in terms of how I work with you?

It’s not always an easy question, but once you hear the answer, you have the right to say, Well, I’m unable to fill some of those expectations. And if I did, it would not serve you in the way you want.

Finally, you can say, Now, here’s what I want from you. In asking for what you want, whether you’re talking to the company president, the CEO, or a first-line manager, you’ve treated them as a human, and they can say yes or no. The radical thing about this thinking is that you’re recognizing that your wants matter and you can show up as a collaborator and partner with the client. You’re not simply a pair of hands or an expert.

As you reach an agreement, ask yourself, Will it work the way it’s set up now? If you don’t think it will, but you can’t say no, minimize the risk or exposure. In the exchange of wants, the capacity to express doubts, and to say, I don’t think that’s going to serve you, or I don’t think that will work, is what partners do for each other. I’ve never seen a client who wanted something done who wouldn’t be responsive to that moment if I didn’t preface it by saying, I hope you don’t mind but there’s some things that I want from you under certain conditions. Or sometimes I just say, Well, I got it. Here’s what you want. Let me tell you what I want to make this successful.

Consulting Tip

Know what you want before meeting with a new client. This may be difficult to express if you are new to consulting. If that’s the case, plan time immediately after every first client encounter to reflect on what happened. Note your responses so your learning can continue:

• What does my client want?

• How will I deliver it?

• What do I want?

• How clear was I?

The words here matter. You are talking about a want, not a need. There’s a prayer and a pleading in saying, I need because someone can’t say no to a need. Asking for what you want is what adults do with each other. It can be softened in your own way, but the point is that you have a right to ask for it. At the same time, ask the client, How is this going? Are you getting what you want out of this conversation?

If you get resistance, ask, What are you concerned about? but don’t argue with them. Resistance means you are getting somewhere because they’re taking you seriously by arguing with you. This is what partners do. And if you ever find yourself explaining the same thing for the third time, call for a break because you’re starting to argue and there’s nothing to argue about. If clients give you a hard time, take their side. Anger, overconfidence, leaning on your resume and what you did elsewhere, trying to talk people out of their position instead of helping them elaborate on their doubts, and not asking them about their role in having created this thing are all ways of disempowering yourself. I can confront and support all in the same moment. And, of course, I’m afraid of people with power, but I don’t have to act like it.

Flawless Consulting: A Guide to Getting Your Expertise Used, 4th Edition

For more than 40 years, Flawless Consulting has been the go-to guide to building trust and structuring meaningful partnerships with others for greater influence and impact. The book is an intuitive and insightful distillation of research and more than 50 years of firsthand experience, walking readers through the skills, tools, and behaviors needed to find success in the consulting world.

Key topics covered include:

• The five phases of consulting: entry and contracting, discovery, feedback and recommendations, implementation, and evaluation and termination

• The roles consultants play

• How to deal with client resistance

• The contracting meeting

• The difference between internal and external consultants

• The importance of collaborative relationships

• Consulting in the virtual world

Flawless Consulting also shares a series of helpful checklists and worksheets to help you use this proven and flawless approach with your clients.

Being Flawlessly Authentic

Most of what we do as consultants is putting into words what we see happening. It’s very simple. If it’s not going well, you say, This isn’t going well. If the client seems angry, you say, You are raising your voice. If they think they don’t have time and keep looking at their watch and picking up calls, you say, You’re looking at your watch. That’s being authentic. It’s also expressing your own doubts and saying, Here are my concerns about this project. Consultants are not cheerleaders. Clients don’t need a cheerleader and we should not want to become one.

Being authentic is mostly expressing what you see happening, putting it into nonpunishing words, being curious, and asking questions they wouldn’t normally hear such as, You’re telling me what’s wrong with middle management and top management and this program and that program. So, what’s your contribution to its failure? Your ability to authentically help clients with their problem hinges on that question. Because if they can’t answer it, then their stance is one of helplessness. Most of what flawless consultants do is confront people with their chosen helplessness, meaning helplessness is not the natural state.

Clients have a choice as to whether to be an agent and an activist no matter what the world is doing. Anybody that’s waiting for someone else’s transformation is doomed. You give people a path in which they have choices they couldn’t see before you arrived. Period. And you should always treat them as if they’re making a choice, even if they tell you they can’t. That’s the ultimate gift. Everybody complains about their boss’s boss and the top management, or those people in that department, but all those complaints are a waste of breath, even though you must listen to them. So, leave a place for silence. Take a break and check out. Listen, and see if what you’re hearing is what they’re saying. That’s what clients buy from you: to be heard and seen. They don’t buy expertise. They have expertise inside their own building, but for some reason, it’s not working and that’s why you’re there.

What’s New

While so much remains the same since I first rolled out Flawless Consulting, one change is that the world has become even less focused on relationships, which are now more commodified thanks to all the digital and remote ways of relating. But we don’t care how remote we are; the relationship is what matters. We have to keep inventing ways for people to connect to one another, but it’s harder from a distance because video conferences and long-distance communication make spending casual time together obsolete. We used to be able to walk in a room, chat a little bit, take a break, and then chat a little bit more. Then we might leave for a while and come back and chat again. Those chats were the norm. I learned more and got more connected by asking, What’s going on here? What are we really doing here? than I did after I said, OK, let’s start the meeting.

Consulting Tip

Identify your unique way of authentically humanizing every client contact. It could be simply asking how the person is feeling. It could be referring to a personal item that your client mentioned in the last meeting. It could be having a special opening line such as, How goes it? Or it could be consciously using their names and remembering their spouse’s or children’s names. Write them down if you must.

As consultants, we must humanize every moment as best we can, and there are 1,000 ways to do it once we have that in mind. I worry that in a world of increasing control and consistency and financial measures, we’ve forgotten how to connect. However, I don’t want to buy that as a version of what makes a difference in the world or how work gets done. It’s still done partly through knowing and knowledge and competence, but it’s always about who’s speaking and to what extent they are in touch with the people being spoken to. And, I still think there’s a place for mystery; a place where, as consultants, we don’t have to figure out where we’re going. There are so many ways we can create a place for not knowing, a place for mystery and ambiguity. We can create a customized response for this moment in this situation for our clients. That’s what they want, but it’s not what they ask for.

Good and Not So Good Consulting

You can be an internal consultant, influencing for change where you have no direct authority or control, or you could be an external consultant hired by an organization. What makes for good consulting, assuming you know your business, is the deep belief that you’re not right. Nothing is more destructive to consultation than certainty—thinking you’re the expert. Expertise and authority alone don’t make things happen. The darkest side of consulting occurs when you think you’re right and know what’s best for an organization or another person. Instead, all you can do is confront your clients with the choices they have and know that they’re the ones accountable for their actions if they choose one way or another. You’re not.

Consulting Tip

Never believe you have the only right answer. You don’t.

Good consultants also don’t claim victory. Some might say, Well, because we worked with that group, they saved $400,000. They got rid of 35 people. And their response time decreased. But you didn’t do that. You may not have talked to customers—the client did. Instead, say, Our success has been supporting people who knew they wanted to make real change and had the courage to do it. It’s tricky work and you must be willing to live through other people’s success. If you credit yourself with the world they made a difference in, you’ll become a surrogate manager. If you can’t live with that, get a job as a line manager or contract as a surrogate manager.

Consultants who try to manage get a bad rap. You shouldn’t try to take over, control things, or make recommendations to pursue one path. If you are critical and judgmental, and participate in judging the competence of your clients, you’ve taken on a managerial role, not a consultant role. If somebody brings you in and says, Would you evaluate my key people? don’t call yourself a consultant. Just call yourself a surrogate manager. Instead, ask why they’re outsourcing the hard parts of their job? Better yet, ask the client, Why would you ask me to evaluate somebody that you see twice a week? What don’t you trust about yourself?

In this situation, you’re not being asked to evaluate their top performers—you’re being asked to evaluate the ones they’ve lost faith in. They’re hoping you can give them a reason to say, I’m sorry, I think you’re great, but the consultant told us you’re out of here. Too many consulting engagements fall under change management when they’re really about risk management, staff reduction, and shutting things down. That’s not change management; that’s coercion. And when others feel vulnerable or like they’re losing control, they shut down. Maybe the consultant’s job is to put what they thought was bad news into words in a way that doesn’t make their clients feel judged or forced.

Summary

I’ve shared here what I’ve learned after more than 40 years in consulting. Some things have changed, but a lot of what I do is still true. We are welcoming a new era of consultants. If you are new to consulting, here’s what I say to you: Stop saying how inexperienced you are. Stop making excuses for yourself. Stop exaggerating what you don’t know. Make eye contact and act as if age and experience are nonissues because you are experienced—you survived childhood and the school system. Also, somebody let you into the room. As soon as I’m allowed in the room, I leave all my doubts at the door.

But don’t overcompensate with overconfidence. If I say, I’ve been doing this for years, it doesn’t mean I’ve been doing it well. If I say, When I was your age, here’s what I did, that implies I turned out OK. I didn’t. None of us turned out OK. Age is irrelevant.

Young people have a freshness, a curiosity, a not-knowing attitude, and an energy that’s useful. And if you’re wrong, just say, I’m wrong. You have nothing to prove. Your family may be the only people in the world to whom you have something to prove—that’s why you got the advanced degrees. I got a master’s degree because I knew it would make my mother happy. Once I graduated, nobody in the world was interested. So let go of all that stuff because you are very experienced. If you’re 24 years old—that means you have 24 years of experience dealing with the world.

And if you’re an experienced consultant, stop turning things over to the next generation. That does not let you off the hook. You didn’t create this mess, but you tried to fix it. Instead say, Welcome, and imagine a world you help make better together.

Actions You Can Take Now

• Understand your gifts. Ask two people you work with to tell you two things you do uniquely well. Be sure to ask for abilities and something more specific than liking people, being a good problem solver, and meeting deadlines.

• Identify what matters. Ask yourself what special and unique gifts you bring to your work. Write down why the work you do matters to you.

• Plan your contracting meeting. Use the checklist that accompanies this chapter to plan your next contracting meeting. You’ll find it online at td.org/handbook -for-consultants.

About the Author

Peter Block is an author and citizen of Cincinnati, Ohio. He is the owner of Designed Learning, a training company that offers workshops designed to build the skills outlined in his books, including Flawless Consulting, Stewardship, The Answer to How Is Yes, Community: The Structure of Belonging, The Abundant Community, Confronting Our Freedom, An Other Kingdom, and Activating the Common Good. Peter is a founder of the Common Good Collective and part of the Common Good Alliance of Greater Cincinnati. Today his work focuses on the restoration of the common good and creating a world that reclaims our humanity from the onslaught of modernism and development. Learn more at designed learning.com.

CHAPTER 2

Essential Consulting Skills for Trainers

RITA BAILEY

When I was entrusted with leading the corporate university at Southwest Airlines, my vision was clear: Make it the go-to destination for all training needs. However, the initial curriculum was based on topical interest and customer requests rather than data-driven assessments. While we proudly presented a catalog filled with diverse offerings, many of the courses, such as Accounting for Non-Accountants, were never fully developed. In the beginning, we were content with responding to training requests as they came, inadvertently becoming mere order takers. But as the demand grew, we found ourselves supplementing with off-the-shelf products and external trainers, sometimes resulting in irrelevant content and questionable relevancy.

A turning point came when I saw a new IT team prioritize five projects out of more than 30 that were submitted by various departments. This experience opened my eyes to the importance of aligning training initiatives with the company’s overarching goals and specific department objectives. We realized the importance of forming closer relationships with our internal customers to better understand their true needs and tailor our offerings accordingly.

To prepare for this transformation, I invested considerable time and effort in developing a diverse skill set. I honed my expertise in project management, data analysis, business strategy, leadership, and communication effectiveness. Seeking personal coaching and mentorship from seasoned consultants provided me invaluable insights from their wealth of experience.

My background in training and internal consulting proved to be valuable assets when I took the leap to pursue a new path as an international speaker, facilitator, and strategic coach. Today, as a seasoned consultant, I derive immense fulfillment from guiding organizations and leaders through transformative journeys, offering strategic direction, and fostering positive change. This journey has reinforced the power of aligning training with company objectives and underscored the importance of continuously evolving my skills to stay ahead in the dynamic world of corporate consulting.

What Trainers Can Learn From Consultants

Trainers and consultants share some overlapping skills—both require strong communication, interpersonal, and project management skills. Consulting requires deeper content expertise, analytical skills, and business acumen, including sales and marketing skills. However, I contend that every trainer should be adept in several consulting skills. In fact, practicing consulting skills while you’re still a corporate trainer can set you up for greater success whenever you’re ready for the transition to consulting.

Let’s explore the benefits of using consulting skills in training to drive a holistic, comprehensive view of business and client goals. Table 2-1 compares the difference between how trainers and consultants approach their work.

By adapting a consulting approach, you can shift your mindset from problem-based to solution-based and position yourself as a valued resource. You can show that you are aware of the key business drivers and key performance indicators (KPIs) affecting the organization, such as revenue growth, cost management, customer satisfaction, culture, market influences, and industry trends.

Consulting Tip

Learn how to read the organization’s financial statements including its income statement, balance sheet, and cash flow statement. Understand how the organization generates revenue, manages expenses, and invests in growth opportunities.

Consider a few specific examples of how trainers can use consulting skills:

• A company hires a new team of sales representatives and wants to improve their performance. As a trainer using consulting skills, you might conduct an analysis of their current sales process, identify areas for improvement, and then, understanding the problem from a more in-depth perspective, provide tailored training and coaching to help the team reach their goals.

• A nonprofit organization wants to develop a new fundraising strategy. As a trainer using consulting skills, you might lead a group brainstorming session to gather ideas and insights from stakeholders, conduct research on successful fundraising strategies in the nonprofit sector, and develop a customized plan that meets the organization’s unique needs.

• A healthcare organization is implementing a new electronic medical record system and needs to train staff on its use. As a trainer using consulting skills, you might conduct a needs assessment to identify the specific skills and knowledge they need to effectively use the new system, develop training materials tailored to their needs, and provide ongoing support, coaching, and metric tools to ensure a successful transition.

• A manufacturing company wants to improve its production efficiency. As a trainer using consulting skills, you might conduct an analysis of their current production process, identify bottlenecks and areas for improvement, and develop and deliver training programs that help employees develop the skills and knowledge needed to work more efficiently and effectively.

In the rest of this chapter, we’ll further explore the topics outlined in Table 2-2 and how they help to enhance your consulting abilities. While the focus will be on trainers who want to become consultants, if you have already turned consultant, you should still make sure these skills are in your repertoire.

Having a Solution-Oriented Mindset

Having a solution-oriented mindset starts by identifying the problems and working collaboratively with stakeholders to find a solution. This approach involves looking at the bigger picture and considering all factors that may be contributing to the problem. As a trainer, you are then able to determine the appropriate solution to address the specific needs of the learners and organization.

When it comes to addressing issues or challenges in the workplace, using a consulting approach will reveal a variety of nontraining solutions. Here are some possible examples:

• Improving processes. Issues can arise due to inefficiencies in processes or procedures. By reviewing and finding ways to optimize these processes, organizations can reduce errors, improve quality, and increase productivity without the need for additional training.

• Redesigning job roles. Poorly defined job roles and responsibilities lead to confusion and inefficiencies. By redesigning them, organizations can clarify expectations and improve performance.

• Implementing technology. Technology can help automate tasks, improve communication, and provide access to data and information. By implementing new tools and systems, organizations can improve efficiency and reduce errors.

• Improving communication. Organizations can reduce errors and improve performance by improving communication channels and providing clearer instructions.

• Providing additional resources. Employees may be struggling due to a lack of resources or support. By providing additional resources, such as staffing or equipment, organizations can help them perform their jobs more effectively.

• Reducing workload. Overloading employees with too much work can lead to burnout and mistakes. By reducing workload and providing additional support, organizations can improve performance and reduce errors.

• Improving work environment. A positive work environment can lead to increased motivation, engagement, and productivity. By improving the work environment, organizations can create a culture of excellence and improve performance.

These nontraining solutions may be more appropriate and effective than training solutions in some situations, depending on the root cause of the issue and the specific needs of the organization.

Consulting Tip

Learn as much as you can about your organization’s industry. Read the strategic plan, identify trends and challenges, and learn more about its competitors. Subscribe to and read industry journals and newsletters.

Listening and Analyzing

Before you start asking all kinds of questions, you need to be able to do one thing well—listen. Listening intently to what stakeholders and clients are saying is the starting point to understanding the real need and making any project a success. It also helps establish rapport. If you don’t listen carefully to what stakeholders are telling you about their business and current situation, you’ll have no way of understanding what solutions will give them the result they want to achieve. As Simon Sinek (2010) says, There is a difference between listening and waiting for your turn to speak.

One of the best ways trainers can adopt a consulting approach is to go from know-it-all to learn-it-all. Let go of the belief that you know all the answers and challenge your own ideas by asking yourself the hard questions, embracing collaboration, and seeking input from others who think differently.

Even if you believe you know the answer, a good consultant listens more than they talk. Check your attitude, be fully present and attentive, and be willing to adjust when you hear things that may trigger certain emotions. Think of a time you strongly disagreed with something a client said. How did you react? If it was negatively, you likely shut the conversation down—game over. If, on the other hand, you asked questions for clarity and put your own emotions aside, this likely gave you a true understanding of where the client was coming from.

Analytical listening involves using active listening skills while processing and analyzing the information being communicated. Here are some tips:

• Listening for patterns in the information being communicated, such as recurring themes or issues, can help you gain a deeper understanding of the client’s concerns and needs.

• Asking open-ended and follow-up questions can help clarify and expand on the information being communicated, leading to a more detailed understanding of the situation.

• Identifying the key points and main ideas being communicated by the client helps to organize the conversation.

• Listening for emotions and reactions helps you understand the client’s perspective and how they feel about the situation.

• Synthesize and validate the information being communicated to gain a comprehensive understanding of the situation.

• Consider alternative perspectives and solutions, which can help lead to creative and innovative solutions to the challenges you’re addressing.

Asking the Right Questions

Deep, thorough questions can be your best friend if you want to uncover the most important underlying issues. Asking good questions benefits both you and the client because it shows that you have the expertise and knowledge to help them. It also helps you build or strengthen your relationship and establish trust.

To ask the right questions, it is important to have a clear understanding of the