Transformation...

Here is a link to a podcast on the buzzword "Transformation", from a website that publishes podcasts on Change Implementation:

http://www.implementchangenow.com/concepts/transformation-new-buzzword-old-twist

Regards,

Ranga

Assumptions, Aggressive Scheduling and Bad News...

Article by Mike McLaughlin:

No one likes to deliver (or hear) bad news about a project, whether it's a schedule slip or a budget overrun. These revelations are not exactly relationship-builders. For starters, your client sponsors have to own up to colleagues and others that your best-laid plans have gone awry. At the very least, this leads to questions about their judgment; at worst, it could be a career limiter.

But the bad news gets worse. It also damages your credibility. One consultant who had to backtrack on a project schedule found himself in an argument about every subsequent estimate he made for the project. In the heat of those moments, he got stuck in the middle of finger-pointing campaigns as people looked for someone to blame. In the meantime, the project lost momentum as the team dealt with the distractions that inevitably crop up when things don't go according to plan.

Assume Nothing

Without a doubt, some problems come out of left field to subvert carefully designed project plans. It's common, for instance, for clients to make changes to the project team, or even the project sponsor, at the last minute. Such changes can wreak havoc with a project plan, and are almost impossible to foresee. For many projects, though, the seeds of trouble are sown long before a project kicks off. In fact, it's possible to trace many future problems to decisions you and the client make during the sales process.

Of all the factors that contribute to project snafus, assumptions top the list. Think of assumptions as disasters waiting to happen. And the more assumptions you make about a project, the greater the likelihood that one of those disasters will hit.

Let's say, for example, that you assume you will have access to client executives when you need it to complete specific tasks. Or, maybe you make assumptions about how quickly the client will make decisions that impact project progress. Of course, you work through these assumptions with the client and make it clear how the assumptions affect the schedule and the overall plan.

Typically, clients will give the nod to such assumptions and you press ahead with the project. Everyone feels good because they think they have covered all the bases. But if any assumption doesn't pan out, a problem remains. And it doesn't matter who made the assumption or why. You and the client must still dig yourselves out of a hole.

Obviously, the easiest way to mitigate this risk is to assume as little as possible. But you can't remove all assumptions, so focus on those that have the highest potential for impact on critical path activities. So, if you do make assumptions about the availability of executives for key meetings, nail down that access before you start the project. Look at all your critical path activities and determine if assumptions will govern their successful completion. If so, resolve them early. If you don't, a project delay is most likely in your future.

You Want It When?

More often than not, clients want fast results. Who can blame them? Once clients agree to hire you, they want things to move along as quickly as possible. In response, you may be tempted to make small cuts to the duration of specific tasks in an effort to shorten the project schedule. The inevitable result of chipping away at your plan is that the project approach is no longer adequate to meet the objective. And a project delay ensues.

Don't fall into the trap of shortening your schedule unless you can see a commensurate reduction in what the client expects you to deliver. When clients push on the pace of the schedule, stick to your guns unless they are willing to change the work you are to do. Your client relationships will benefit and you'll deliver what you promised. That's not to say that you shouldn't plan an aggressive schedule, because you should. But be careful that you truly understand the implications of changes to your schedule before you agree.

An Ounce of Prevention...

Bad news about projects is due to more factors than I have space to write about in this short article, but making too many assumptions and an overly aggressive schedule are two of the top culprits. Whatever the causes, you can take three actions early in your planning process to make any project path smoother and more productive.

First, ensure that your project logic is firmly rooted in reality. Examine your proposed approach to the project. Ask yourself if you see precisely how your proposed work plan will lead to the value you've promised. It is easy to miss one or two small steps that are essential to achieving the client outcome. And once you miss an essential task--or underestimate its duration--trouble will follow. Validate the details of your approach with your client, and really go through the details. This one small step, taken early in your planning process, can spare you from enormous stress as the project progresses.

Second, express your estimated project completion date in a range, instead of using a fixed date. For an eight-week project, for example, prepare an initial schedule that assumes a project duration of eight to ten weeks. Then, once the project is underway, firm up your completion date. After all, no matter how good you are at estimating the time it will take to complete each task, there are always unknowns. By keeping a flexible end date, at least for a short time, you'll be able to size up the actual project environment and firm up the schedule.

Finally, plan for a few early project milestones as a way to see how your schedule and budget are holding up. You'll never know how good your plan is until people begin to execute against it. So, test the team early to shake the kinks out of your plan.

Once a Problem Arises

Every project has its up and downs, and some problems are unavoidable. When you hit that inevitable bump in the road, it's a test of your leadership. No matter how unpleasant it may be, confront the issue with the client without delay. Some consultants will try to make adjustments on the fly to avoid admitting a mistake. That usually makes the situation worse.

The bad news about a project will not improve with age, so get to your client as soon as you suspect a problem. Most importantly, when you have to be the bearer of bad news, always be ready to present two assurances: That you know the answer to the problem, and proof that it won't happen again in the future.

Authentic Consultant...

Reproducing below a great interview published in Management Consulting News with Peter Block, author of multiple works including Flawless Consluting: A Guide to Getting Your Expertise Used, Stewardship: Choosing Service Over Self-Interest and The Answer to How Is Yes: Acting on What Matters.

In this interview, Block describes the power of the authentic consultant, discusses why organizational change often fails and offers his best advice to new consultants.

MCNews: You've written about the authentic consultant. What are the traits of an authentic consultant?

Block: The behavioral part is pretty clear, and is essential to flawless consulting. Authentic behavior is simply the willingness to be who you are and to tell the truth. This is the consultant's most powerful tool for building client trust and commitment. Many consultants try to be too clever in communicating with their clients, seeking to convince clients to their point of view.

Clients see right through the fast language and persuasion techniques and, as a result, their level of skepticism rises. Instead, consultants should be who they are and tell the truth in a caring way, which will establish the balance that leads to a trusting, productive relationship with the client.

Care, honesty, depth, and saying no to commercialism as your major goal are qualities that can change the world. To be authentic, consultants must bring those qualities into their practices.

These are personal qualities that count, but they aren't enough. Another important trait of the authentic consultant has to do with purpose. Consultants must take a stance as to what they want to help create. My services become authentic in the effort to create authentic institutions. And, out of that comes accountability.

Of course, you have to struggle with the tension between healing the ills of the world and earning a living. I think many consultants really want to be helpful, but they also get caught up in growing a business. The commercialization of care is the core paradox and crisis of consultation.

MCNews: How do you think consulting has changed over the years?

Block: I think that, over the years, the large consulting firms have become so imprisoned by their size and their ambitions that they have become more a reflection of their clients rather than a catalyst to change their clients. In large part, this is due to the fact that many consultants have become surrogate managers.

Instead of being purely advisory, they focus on implementing processes or technologies, because that's where the money is. They say, don't worry about that function, we will take it over. And this blurs the line between consultant and client. At that point, to be authentic you would have to stop calling yourself a consultant.

Instead, you are a manager, the boss. It's hard to see clearly or tell the truth in that situation. Consultants need some marginality to give effective advice. I think what matters is the extent to which we confront our clients with their freedom, with their choices. When you become part of a system, it's very hard to do that because of economics and politics.

It reminds me of this doctor I would visit once a year. For nine years, his human touch was enough. Then one year, he said, I think we should do some additional testing. I asked if he had found something, and he said, no, nothing has changed; it's just that we have this machine now, and I've got an opening on Monday morning. I felt like he had invested in a machine and discovered that its utilization wasn't returning his investment, so I was going to be tested whether I needed it or not.

Consulting firms have also made investments on which they now need a return. Consultants have taken over management functions mostly because it's great business and provides that return.

MCNews: Do you think consultants are making any progress toward authenticity?

Block: Good people are good people; it doesn't matter where they are. The large, control-driven firms have spectacular people in them, many of whom are very authentic human beings. But the practice has changed. It has gotten so profitable and has grown so large that the nature of the business has changed: it has become an industry.

I would say that consulting is no more authentic than it was twenty years ago because there is almost no accountability. We have seen huge investments in consulting, and a lot of what we called consulting, was really just new technology, new business processes.

And, when these projects don't work, it seems to have no impact on the industry at all. It's like saying, look I have a process I want to install in your company, and we have a seventy-five percent failure rate. That is, seventy-five percent of the time it does not deliver on its promise. Do you want to do it? And, the client says, absolutely, let's go. What is that about? I get more interested in the motivations of the buyer than the seller.

MCNews: Do you see a growing skepticism about the value of consultants?

Block: There has always been skepticism and cynicism about the integrity of consultants. I remember writing about it in 1978. I don't know that consultants are any less effective than they ever were.

Consciousness about consulting has increased since it's become such a big business. But, clients are always going to be sensitive about bringing in consultants to tell them what they think they already know, or to implement what they don't have the courage to do. Human beings just tend to be reluctant to accept help or admit their vulnerability.

MCNews: What can individual consultants do to overcome the skepticism they face from clients?

Block: Take the client's side. They have doubts and reservations about you; agree with them. Say, you are right, half of the consulting work that's done probably never should be done. There is no answer to skepticism. The most affirming thing you can do is support the integrity of the client's concerns. You can do everything in your power to make this time different, but you can't promise them.

For one thing, you don't have complete control because it's a fifty-fifty deal. That's another reason why the customer model--I'm a supplier and the client is the customer--doesn't work very well. Consulting is more of a partnership.

MCNews: You have made the point that the ways consultants go about creating change actually create defenses against change. Why does this happen, and why do clients put up with it?

Block: Clients put up with it because it affirms their belief systems. Many people have an economist's view of the human spirit: they think people will only pursue their own narrow self-interest; if change is required for the sake of something larger than the individual, or some active altruism is required, nobody is going to do it.

With such assumptions, you begin to convince yourself that to get the change you need, you've got to drive it, drill it down, and create a burning platform. Listen to the language. It has an element of violence. Consultants adopt that language as a saleable stance and say they will help the client drive change. It all begins with one question from clients, which is, "how do we change those people?"

As soon as you begin with that question, the coercion has begun. So unless you stop at that moment and say, well that kind of mindset only creates more of the illness we came to heal, then you are caught in that mentality. You start having strategy meetings about how to change people, get them on the same page, or get them on board, which is a great phrase. I want to ask, what makes you think you're not in the water too?

I don't seek projects that are about how to change other people. I don't mind if that's where the client is, but that is not my goal. The essential answer to "how do we change those people?" is, "what are you doing to create the world about which you are complaining?"

But, it doesn't surprise me that clients want the coercion approach from consultants because, usually, it let's the client off the hook. Those are the strategies of empire. What's so funny is that sometimes that approach does work in the short run.

MCNews: Often, clients want to get things done right away and pressure consultants about how to solve a problem fast. How can consultants avoid the trap of jumping to solutions too early in a project, but still serve their clients?

Block: I once heard that a therapist is good for you until you hit that therapist's blind spot, and then you've got to find another one. What is the blind spot of consultants that matches the blind spot of clients? A lot of consultants love speed and pace. They want to demonstrate value by being quick and practical. They want to get it done without a lot of theoretical baloney. The consultant's get-it-done attitude maps nicely with client interests to get a problem solved quickly and economically, but neither helps change anything that matters.

To resist jumping to the "how" of solutions, consultants must ask themselves if they have done the work of valuing thought, reflection, depth, and dialog as tools for change. Some consultants have a methodology, model, or a process they want to bring to the world. If they can apply that model or process, that's fine. But, they should still ask themselves those questions.

The other question for consultants gets back to purpose: What are you there for? I have always liked the idea that I am there to help the client make a good decision. Half the time that decision is not to go ahead with a project. Then I have to come to terms with my own economic needs, my own life style. But I know I've done what I believe is right for the client.

MCNews: If you could offer advice to a new consultant, what would it be?

Block: First, you have to learn how to manage your anxiety. For the first five years, you look out three months in your calendar, and all you see is empty days. You have to get used to that.

Another piece of advice I would give is to narrow your focus. Don't try to be the all-purpose consultant. Find out what you care most about and what you have a gift for, and let the world know about that.

Third, do your own inner work. You are the product, so do whatever it takes. And, recognize that you can't do it alone. You need to get help yourself, whether it's from a teacher at a weekend workshop, a church, or a therapy group. You need to draw on a community you are part of, whether you call it spiritual, therapy or twelve-step, it doesn't matter. Otherwise you can get hubris and arrogance, which are occupational hazards.

Getting back to anxiety, consultants live on the margin and security is something you will never really have. But, even our clients are terrified. Why do clients support poor consulting? I think the answer is that people are just afraid. The higher up you go, the more fear there is.

It's the denial of fear that is the problem. I think fear and anxiety may be our natural state, but people try to pretend they are not afraid. Life is scary. So, face that instead of trying to act confident.