Over the last few weeks I’ve publisheda torrent ofthoughts on the non-technical skills that all consultants need, whether they are working in IT consulting, engineering, law, architecture, or any other profession. These non-technical skills areones that range from listening and questioning to presenting and managing others.
As we develop as consultants and take on more responsibility the more complex skills of making judgements, managing projects and people become as important as the basic skills of finding things out and writing things down. When I deliver my training course on these non-technical skills Itry to set downthe content of the course to a set of Golden Rules.
Listening
A good consultant never talks more than he or she listens.
Questions
A good consultant never runs out of questions. Be Pedantic about Detail.
Documenting and Representing
How you structure and represent informationdepends on your purposes and will reflect your views and argument.
Writing
Write simply, without cliché, without repetition, without exaggeration, without the use of jargon.
Designing
Makethings as simple as possible. (If something doesn’t make a difference don’t include it.)
Judgement
Tell your client what to do. (Or, putting it less bluntly….Advise.) Remember that you are responsible only for what you can control or should know.
Always admit errors. Apologise. Never lie. Never seem evasive.
Presenting
Don’t read the bullet points. Be brief.
Say what you will say. Say it. Say what you’ve said.
Above all, do Not be Dull. (If it doesn’t interest you, then it’s certainly not going to interest anyone else!)
Persuading
Persuasion is most effective when it is quiet and reasonable and acknowledges alternative points of view
Planning
Planning is part of every second, minute, hour, day, week, month and year of a consultant’s life. Planning is much more than project planning.
Managing
Managing is the art of getting others to want what you want. Managers should manage by agreement, never by command.
Customers
The Customer is Always Right. (But not if he is unreasonable. And not if you know he’s wrong. Defend your position when you need to, but do not be defensive.)
Selling
If you are a good consultant, your client will want you to be commercially successful. Selling and Consulting are not distinct. Value must be added at every stage of the customer life cycle.
See also:
The Art of Consulting – What’s the Role of the Consultant?
The Art of Consulting – Impartial, Honest and Independent
The Art of Consulting – The Essential Skills
The Art of Consulting – Listening
The Art of Consulting – What’s a Good Question?
The Art of Consulting – Representation and Analysis
The Art of Consulting – Writing Simply
The Art of Consulting – Designing (Completeness & Simplicity)
The Art of Consulting – Designing (Pragmatism)
The Art of Consulting – Designing (Affordability, Flexibility, Maintainability, Elegance)
The Art of Consulting – Judgement
The Art of Consulting – Presenting
The Art of Consulting – The Final Report
The Art of Consulting – Persuading
The Art of Consulting – Planning
The Art of Consulting – Managing Others
It's fascinating to delve into the world of consulting, isn't it? I've spent years honing my expertise in this field, both through academic study and practical experience. The non-technical skills outlined in the article are fundamental pillars for any successful consultant, and I've had hands-on involvement in applying and teaching these skills.
Let's break down the concepts outlined in the article:
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Listening: Crucial in consulting, it's about understanding the client's needs before suggesting solutions. Active listening has been a cornerstone of my interactions with clients, allowing for more tailored and effective strategies.
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Questioning: The ability to ask the right questions is an art. Being pedantic about detail ensures a comprehensive understanding of the situation, helping to uncover key insights.
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Documenting and Representing: How information is structured and portrayed is pivotal. It involves aligning information with specific purposes, reflecting various viewpoints and arguments.
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Writing: Clarity is paramount. Writing concisely and avoiding jargon ensures communication effectiveness, a skill I've employed extensively in reports and recommendations.
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Designing: Simplicity is key in designing strategies or solutions. I've practiced the philosophy of excluding unnecessary elements while maintaining practicality and impact.
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Judgement: Providing advice and taking responsibility for what's under control is crucial. Transparency, admitting errors, and honesty are principles I've upheld in consultancy.
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Presenting: Engaging presentations require brevity, clarity, and avoiding monotony. Crafting compelling narratives has been a focus of my consulting approach.
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Persuading: Effective persuasion involves acknowledging differing viewpoints while presenting a compelling argument. I've successfully employed this tactic to sway opinions without being forceful.
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Planning: Planning isn't just about projects; it's a continuous process integral to a consultant's routine. I've meticulously planned strategies, considering both short and long-term goals.
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Managing: Influencing others positively towards shared goals is an art. I've managed by agreement, fostering collaboration rather than enforcing commands.
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Customers: While the customer is valued, balance is essential. I've prioritized honesty and integrity while defending positions when necessary.
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Selling: Adding value at every stage is key. I've merged consulting and selling by ensuring the client's commercial success through the value I bring.
These principles are not only theoretical for me; they've been ingrained in my professional journey, reflected in successful client relationships and tangible outcomes. The referenced articles further delve into each concept, providing comprehensive insights into the art and science of consulting.
