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Consulting Performance

The Consultant’s Core
Where Do I Fit and What Responsibility Do I Take?

June, 2002
Version 2002.6/c
Prepared by Walter Adamson 2002. adamson@digitalinvestor.com.au

au 2   April 2002 . Effective Performance – delivering as a Consultant The Trusted Advisor adamson@digitalinvestor. 3. This is what I am good at – my strengths This is how I work These are my values This is where I belong This is how and when I say NO  Taking Relationship Responsibility To manage oneself requires taking relationship responsibility. 5.com.The Consultant’s Core  Managing Yourself 1. 4. 2.

au 3 . or am I a loner? What are my values? Where do I belong? How do I say no? adamson@digitalinvestor.com.      April 2002 How do I learn? Do I work well with people.Managing Yourself What are my strengths?   How one performs is individual .know WHAT you do well Know consciously HOW you get things done Get exceptional results by performing WHAT you are good at HOW you perform best.

– Work on improving your strengths – Be aware of disabling ignorance – being too bright! – Remedy bad habits (improved civility and manners)  Do Not spend time or energy on low competencies – Plenty of areas “below minimum endowment to make a difference” – In these areas DO NOT take on work.com.au 4 .What are my strengths Feedback Analysis  Focus – First and foremost concentrate on your strengths Place yourself where your strengths can produce optimum performance and results. not your incompetencies mediocre. April 2002 adamson@digitalinvestor. jobs assignments – Waste as little time as possible on areas of low competence Make your competencies stronger.

com.How Do I Get Things Done  What mode do I prefer? – Reader or listener – Visual – words or diagrams  How do I learn? – – – – Note taking Listening to others Listening to myself Writing to others Action and decision-making Contemplation and reflection Revision and writing Discussion and debate adamson@digitalinvestor.au 5  How do I act on my knowledge of how I learn? – – – – April 2002 .

com. or am I a loner? – (In what relationship do I work well?) – Team member. – Decision-maker or advisor? – Elephant or flea? April 2002 adamson@digitalinvestor.au 6 . subordinate. minnow. boss – Under stress. highly structured. big fish. mentor.Working With Others  Do I work well with other people. coach.

but then take the decision and act upon it with speed and confidence.Working With Others  Decision-maker or advisor – Can you take the burden of the decision? – Can help decision makers take time to hear advice? – Do you enjoy the pressure of the decision? – Do you enjoy the pressure of advising? Many advisors cannot take the pressure of the decision. April 2002 adamson@digitalinvestor.au 7 .com. Many decision-makers need an advisor to force themselves to think.

Objective Don’t try to change yourself.au 8 . April 2002 adamson@digitalinvestor. but improve the way that you perform best now. In other words Optimise your investment in yourself and set targets to reach in your competent areas.com.

com.What are my values To manage yourself you have to know your own values   The “mirror test” – What kind of person do I want to see when I look in the mirror each morning? Value conflicts lead to non-performance and frustration – People have values – Organisations have values – They need to be close enough to coexist – If not you will not produce results Values are the ultimate test adamson@digitalinvestor.au 9  April 2002 .

Where do I belong  Decide based upon previous questions: – What are my strengths? – How do I perform? – What are my values? » WHERE DO I BELONG?  At least decide where you do NOT belong Say “NO” to work where you do not belong.au 10 . – Say no if you do not perform in a large organisation – Say no if you do not perform as a decision-maker – Say no if you do not perform as an advisor/coach  April 2002 adamson@digitalinvestor.com.

com.How to say NO Knowing the answer enables you to say to an opportunity. but: – this is the way I should be doing it – this is the way it should be structured – this is the way my relationships should be – these are the kind of results you should expect from me. how you work. Knowing where one belongs makes ordinarily competent people into outstanding performers. April 2002 adamson@digitalinvestor. a potential assignment:  “Yes I will do that.”  An opportunity will produce outstanding results if you have selected it by knowing your strengths. and your values.au 11 . and – in this time frame – because this is who I am.

effective through other people – Therefore they must take relationship responsibility Accept that others are individuals with individual strengths. ways of working and values.au   April 2002 12 .Taking Relationship Responsibility  Consultants achieve through others – They are advisors ie. and – Values adamson@digitalinvestor.com. To deliver effective performance you must know your colleagues: – Strengths – Performance modes.

their values.Delivering Effective Performance  The practice requires observation of your clients: – How to adapt yourself – How to be effective – What are their strengths? – How do they work? – What are their values? The first secret of effectiveness is to understand the people with whom one works and on whom one depends and to make use of their strengths.com. their ways of working.au 13 . April 2002 adamson@digitalinvestor.

Drucker 2001 (paraphrase) April 2002 adamson@digitalinvestor. and what results to expect. why they are doing it.com. It it incumbent on the consultant to make sure that others understand what they are trying to do.au 14 . and the results I should be expected to deliver.Delivering Effective Performance (2) Take responsibility for communications  Explain to your coworkers: – This is what I am good at – This is how I work – These are my values – This is the contribution I can make. how they are going to do it.

au 15 . on whose work one depends.The Trusted Advisor Organisations are no longer build on force  They are increasingly built on trust – People trust one another – People understand one another Therefore taking relationship responsibility is an absolute necessity – a duty. or a consultant to it … one owes relationship responsibility to everyone with whom one works. Whether one is a member of the organisation.com. Drucker 2001 April 2002 adamson@digitalinvestor.

The Consultant’s Core Summary  Managing Yourself  Taking Relationship Responsibility  Effective Performance – delivering as a Consultant  The Trusted Advisor Contact  Walter Adamson  adamson@digitalinvestor.com.au 16 .au  Skype: walter  M: +61 403 345 632 (Australia) April 2002 adamson@digitalinvestor.com.