Running head: Virtual Consulting 1

Virtual Consulting Conclusions

Casey Trottier, Natalie Weathers, Jonathan Weller, and Lynne Forbes-Zeller

Pepperdine University

MSOD 620A – Dr. Chris Worley

 2

Virtual Consulting Conclusions

Circling back on our consulting grid assignment, we found that much of what we

anticipated played out and that the preparation was helpful. As we engaged the CGSO

organization in South Africa, we found relying on our prior work in the MSOD program (group

dynamics, self-as-instrument, consulting process, etc.), course articles, and familiarity with

virtual techniques served us well. Throughout, we maintained good video lighting and sound to

promote clear communication, and we conducted computer and Zoom tests to minimize

technology challenges. We also took care to appear professional on screen, and our behavior

between each other. Team building proved to be invaluable for establishing trust, unity, and

psychological safety within our group, which proved to be especially important, entering the

more pressure-packed parts of the project. In retrospect, more ongoing check-ins and team-

building could have been additionally helpful.

As planned and with intentionality, we successfully created a warm virtual connection

with our South African contacts by using virtual icebreakers to humanize and familiarize

ourselves with each other. This is one of our most key learnings regarding virtual engagements,

as this warmth and positive connection facilitated much of what went best throughout the

project. This gladly challenged concerns and questions we had regarding the quality of

relationships that could be developed virtually.

As set forth in our grid, when possible, we tried to allow for extra time as the pace of

covering information tended to be slower. In spite of this, we would suggest allotting even more

time, particularly to contracting related activities (90-120 minutes minimum). We agreed that

less, but longer meetings would have been helpful, particularly in communicating our intentions

and narrowing the scope of the work. Of additional note related to time management, we suggest
 3

being prepared for teams and clients to repeat information due to possible periodic internet/video

disruptions and to also have a plan in case of disconnection.

It was key for us to set clear expectations both before and during contracting. As a team,

we met in advance and laid out as many details and logistics with each other as we could to

facilitate an efficient meeting. We focused on encouraging collaborative problem solving,

establishing objectives/goals, and establishing clarity of our work process and approach. Seeking

out information before the meeting gave us a head start in drawing focus, and we highly

recommend this as it helped us with what was the most challenging part of the project. Many

requests for information were provided electronically by the client and looked at in between

meetings. Virtual discovery required collaboration in both synchronous and asynchronous

manner throughout the project. This was key as we navigated across three different time-zones.

Similar to the contracting meeting, it was important to lay the groundwork before our

feedback and action planning meeting. This included setting proper expectations for what was to

be delivered and how. An interesting aspect of this was requesting that our client be in a private

setting with minimal distractions in order for us to do some AI coaching. Team members also

expressed intentionality about the settings and their dress for this important closing meeting.

Leveraging the trust and rapport we built earlier in the process, we focused on creating hope and

co-creating a collaborative process that facilitated and rendered commitment to next steps.

Rather than sending out a summary in advance to report on key items, we actually chose to send

summary materials after our meeting due to the emergent and collaborative nature of our design.

We felt this was key in reinforcing the learning and commitment that took place.

Overall, we had similar experiences to most of the other groups. Elements that seemed to

hinder the functionality of our group included working across three time zones and multiple
 4

individual perspectives and work styles. The health and wellbeing of our group members varied

throughout on an individual basis. We regularly dealt with fatigue, which reduced cognitive

performance and occasionally lengthened meetings. Family support was noted as beneficial.

Self-isolation had an impact on some of the members, which led to road trips to live with their

broader family unit. COVID added another layer of complexity and created fatigue as well as

another layer to scheduling project time. As we were working remotely, this led to some group

members having work responsibilities occasionally get in the way, leading to a few missed

meetings and challenges remaining focused. Another layer of complexity was the concurrent

management of our Pepperdine degree requirements (e.g., thesis, e-portfolio).

Our most important takeaway from this project was that international virtual consulting,

across multiple cultures and time zones, can be highly effective. It takes intentionality, careful

planning, and consideration by all members of the consulting team. To deliver a professional

image and presentation, consultants must be knowledgeable about and skilled at managing the

virtual environment. With education and preparation to engage, you do not have to let cultural

differences prevent you from consulting effectively abroad.