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| About This Book | |
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| Preface | |
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| Acknowledgments | |
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| Setting the Stage | |
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| The Nature of Consulting | |
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| It's an Industry | |
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| Types of Consulting | |
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| Scope of Consulting | |
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| Trusted Consultant and Advisor | |
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| Consultant Qualifications | |
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| What Is Professional Consulting? | |
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| Why Companies Hire Consultants | |
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| Why Consultants Are Needed | |
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| Fast, Bigger, Better, Cheaper Outcomes | |
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| Forces That Drive Business Consulting | |
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| Expectations of Consultant Services | |
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| Changes in Client's Business and Organization Needs | |
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| Future Challenges | |
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| A Model for Professional Consulting | |
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| What Do We Mean by "Process"? | |
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| A Framework for Consulting | |
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| The Four Stages of Consulting | |
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| The Four Roles of Consulting | |
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| Consulting Competencies | |
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| Applying the Model | |
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| Stage One: The Developing and Designing Process | |
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| Stage One Competencies: Winning the Business | |
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| Understanding the Client's Business and Industry | |
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| Making a Good First Impression | |
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| First Meeting Dynamics | |
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| Stage One, Continued: Assessing Client Needs and Managing Expectations | |
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| The Purpose of Conducting a Needs Assessment | |
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| Types of Questions: The Fundamentals | |
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| Conducting a Needs Assessment: A Question Strategy | |
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| Needs Assessment: Listening Actively | |
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| The Proposal Development Process | |
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| Managing Expectations | |
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| Stage Two: The Mobilizing and Aligning Process | |
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| Stage Two Competencies: Mobilizing and Aligning | |
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| Work and Project Plan Reviews | |
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| Risk Assessment Factors | |
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| Project Launch Meetings | |
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| Stage Two, Continued: Turning a Consulting Group into a Team | |
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| Defining a Team | |
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| Stages of Team Development | |
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| Diagnosing Project Team Performance | |
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| How Team Building Is Conducted | |
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| Special Problems in Building Project Teams | |
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| Characteristics of High-Performing Teams | |
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| The Project Leader Style Needed for Team Building | |
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| Stage Three: The Building and Producing Process | |
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| Stage Three Competencies: Building and Producing | |
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| Data Gathering | |
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| Performance Management and Coaching | |
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| Coaching Consultants | |
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| Motivating Consultants | |
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| Progress Review Meetings | |
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| Navigating Organizational Politics | |
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| Project Management Issues | |
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| Stage Four: The Implementing and Deploying Process | |
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| Stage Four Competencies: Implementing and Deploying | |
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| Managing Change | |
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| Implementation Strategies | |
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| Skills Transfer | |
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| Measuring Customer Satisfaction | |
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| Satisfaction Assessment Metrics | |
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| The Bigger Picture | |
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| Improving Consulting as a Professional Practice | |
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| A Reality Check About Consulting | |
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| The Need to Professionalize Consulting | |
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| Professional Capabilities of Consultants | |
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| Building Block One: Client's Business Focus | |
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| Building Block Two: Business Management | |
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| Building Block Three: Technical Requirements | |
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| Building Block Four: Interpersonal Attributes | |
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| Building Block Five: Effective Leadership | |
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| Lessons of Experience | |
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| How to Grow in Professional Capability | |
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| Lessons from McKinsey | |
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| The Pain and Joy of a Consulting Career | |
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| Professional Proficiencies in Consulting | |
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| Trends for the Twenty-First Century | |
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| Appendices | |
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| The Consulting Role Preference Indicator | |
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| Guidelines for Successful Consulting | |
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| The Leadership Role of Consultants | |
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| Consulting Case Applications | |
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| Diagnostic Procedures and Instruments for Consulting Teams | |
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| Bibliography and Resources | |
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| About the Author | |
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| Index | |