Consulting Skills in Action
Gaining
Client Commitment for MIS Projects
The angered
executive exploded. Flinging his pen across the room, he rejected the
information systems solution presented by Cynthia Jordon-Putt. She
assessed the situation quickly. Taking a deep breath and remembering her
consulting skills, she looked the executive in the eye and spoke calmly.
“Jim”, she said,
“It’s clear we’ve got a problem. Let’s resolve it before we go on with
anything else.”
His tirade was
broken, and dialogue began.
“When I acknowledged
his anger and asked him to talk about it, he opened up. He was worried
that the new system we were developing wouldn’t include some
capabilities he wanted. He was feeling railroaded into accepting
something less.
“We explained that
we had the same frustrations: We’d like a perfect system, too. But our
time frame wouldn’t allow that. We assured him we’d keep working on
additional capabilities, and he knew we’d do what we said. Our
relationship includes a good level of trust.
Now we’re doing what
we said we’d do, and things are working out well.”
BRIEF TIME, RADICAL CHANGES
“Most of
us in information systems used to be data processors, crunching numbers
for our clients,” says Lisa Halteman, business systems manager for
McNeil Consumer Products, a Johnson & Johnson company whose products
include Tylenol. “Then we were called MIS people, and charged with
developing the computer side of new systems while clients took care of
the business side.
“Today
we’re asked to function as information technologies professionals — our
role is to be in-house consultants working closely with clients to
determine the best way to do the work, and then to define how technology
can best help support the doing of the work. Senior-level people who
say, ‘I want someone who can talk in my terms and work with me, not
throw jargon at me and tell me what I need.’”
Changes
in technology have changed the role of information systems, which used
to be a back-office operation, invisible to the rest of the
organization. With personal computers the technology is on every desk,
accessible to everyone. That means, to a great degree, the work of
information systems has been demystified.
Change
has also been driven by a challenging economy and international
competition. Management concerns for the bottom line have forced
organizations to scrutinize the role of information systems and make it
“lean and mean.”
An
increasing number of outside companies now provide competing services
for hardware, software and information. One analyst observes,
“Information systems people who think they can ignore clients’ needs and
just go into a room and code all day probably won’t be around very
long.” To be effective, people who work in technology must interact well
with their clients, adding ideas and value to the search for solutions.
A
QUANTUM LEAP IN THINKING
As accountability
shifts to line managers, staff functions such as information systems no
longer hold a monopoly: They’re forced to compete with outside vendors,
in many cases assuming the role of staff consultants around information
systems issues. Two sets of circumstances can be defined:
In a monopoly
environment, staff in information systems work in isolation from
their clients, understanding only their narrowly defined
responsibilities. They might be seen as a pair of hands charged with
technical fixes, or as experts who impose solutions. They spend more
time building their own reputation than serving the organization, all
the while at risk of becoming obsolete.
In a competitive
environment, the information systems staff understands the
organization’s overall business, so they can fully partner with internal
clients. By looking at whole systems, they help clients develop,
understand and take ownership in the solutions to their problems.
Because they help to build the organization’s business, these
consultants are seen as valued members of the team.
MAKING THE TRANSITION
Changing from a
monopoly to competition can be daunting if information systems staffers
aren’t well prepared. For instance, they might need to work with more
senior management than in the past.
“I felt lost and a
little intimidated,” says Cynthia Jordon-Putt. She works for Promus,
owner of hotels and casinos in need of computer systems for back-office
and casino operations, reservations and other business. As a
computer-based training/documentation project consultant, she acts as
liaison between programmers and users, making sure users get what they
want, and programmers get what they need. Her department also develops
training for Promus software.
At a giant
California-based computer hardware and peripheral manufacturer, Pam
Schellenberger was in the thick of it when the office technology support
staff were reconfigured as consultants on office processes instead of
“reactive fixers.” Staff in field offices across the country were
positive but hesitant.
“It sounded like a
good idea,” Schellenberger recalls, “but we weren’t sure exactly what
consulting entailed. We knew how to fix printing problems, but we didn’t
know how to be consultants responsible for helping to improve whole
processes.”
Information systems
staff learn how to consult flawlessly by following the 5 step model
developed by Peter Block in his book Flawless Consulting, A Guide to
Getting Your Expertise Used. These steps are: (1) entry and
contracting; (2) data collection and diagnosis; (3) feedback and the
decision to act; (4) implementation; and (5) evaluation.
ENTRY AND CONTRACTING
During the
contracting phase, consultants hear how customers see the situation. But
they don’t jump to conclusions. Everyone involved — customers and
consultants — express their wants and needs. Next steps are discussed,
power and control are negotiated and shared, and boundaries are set.
That’s a new
approach for most information systems organizations. In a simpler time,
staff would just agree to do whatever was requested, even if it wasn’t
the best approach. When the contracting phase is approached correctly,
that doesn’t happen. By probing and asking for clarification of the
issues, consultants work to develop an understanding of the real
problem.
In addition, the
consultant tells the client up front what it will take to reach a
solution. Many people in staff positions find it difficult to ask
forcefully for what they want. Information systems staff are no
exception. Lisa Halteman found it tough. “I always felt I’m paid to do
my job and put aside my own preferences. But actually it’s part of the
job to ask for what I want to help the project succeed.”
Participants in
Designed Learning Flawless Consulting Workshops looked at
themselves on videotape, an eye-opening experience. One participant
said, “We were so nice when we asked for what we wanted from our
clients. We weren’t as effective as we’d like to be. So we learned to
say, ‘OK. You want me to do this? Here’s what I need to be effective in
our work together.”
“During
contracting,” Pam Schellenberger adds, “you need to get a commitment
from your customer about how they’re going to contribute to solving the
problem or improving the process. IS doesn’t do it alone: The customer
is a partner. That way, they not only own the solution, they understand
the constraints we work under — and we understand theirs, too.”
DATA
COLLECTION AND DIAGNOSIS
The next phase in
the consulting process is collecting data and making a diagnosis. The
consultant digs deeper and identifies the true nature and scope of the
problem. It’s a critical phase, because often the problem reported by
the client is actually a symptom of a deeper and different problem.
Sometimes what seems to be a technical problem is at its core a human or
organizational issue. To make a sound, independent diagnosis, the
consultant must explore the political, organizational and emotional
contexts in which the problem exists.
If the contracting
phase is done well the consultant has ready access to the people and
information needed. Once the data are collected and analyzed, the
consultant can discern whether the solutions discussed during the
contracting phase will work — or whether different solutions are more
appropriate.
FEEDBACK AND THE DECISION TO ACT
Once a
situation has been thoroughly analyzed, the consultant reports back to
the client, offering clear, simple and accurate feedback about the
situation. Sometimes the news is not good from the customer’s point of
view, especially when problems are not what they seemed. In such cases,
recommendations might differ from the solutions envisioned during the
contracting phase. Consultants need to be prepared to deal with
resistance, which is usually evidence that something important is
happening. In the feedback phase, clients might need to face tough
issues and make difficult changes. Their initial reaction can be
negative. Many consultants recall clients who became angry or defensive,
who blamed others, or who fell totally silent. These are indirect
expressions of deeper concerns.
Effective
consultants learn to confront and defuse resistance and to encourage
clients to express concerns directly. Unless resistance is confronted,
there is little chance a client will buy in to the proposed solution or
take action to solve the core problem. Confronting resistance often
requires persistence by the consultant, moving closer rather than
running away.
“That was a big
surprise for me,” says Cynthia Jordon-Putt, recalling the angry
pen-thrower. “Like a lot of other people, I had usually dodged the
bullets and headed for the door. Now I understand I’m dealing with
resistance — with human emotions — and I know there are effective
techniques to help me deal with that.”
The consultant’s
attitude also makes a difference. Designed Learning Flawless Consulting
Workshops train consultants to be authentic and honest, but with
compassion. One participant knew her skills would make a difference in
whether her company survived the next few years: “We need to give
clients the best and most accurate picture possible, in words they
understand. You can’t back away just because it’s hard to handle the
truth.”
BAD
NEWS … GOOD NEWS
Learning staff
consulting skills can be especially difficult for information systems
people. But from another perspective, it’s particularly easy.
Information systems people tend to be linear-thinking rationalists whose
orientation is mostly technical. Dealing with the uncertainties of close
partnerships and intense emotions evoked by unwanted change can be
uncomfortable. One participant observed, “Computers can be frustrating,
but they’re not irrational, and they don’t throw dramatic fits.”
Consultants in
information technology have an advantage: They’ve already experienced
the necessity to abandon yesterday’s familiar environment. By improving
consulting skills, they still address the basics, but apply additional
human and business variables.
THERE’S RISK INVOLVED
When human beings
are involved, there will always be elements of change, conflict,
uncertainty, and risk. And, in business as in life, there is no such
thing as a panacea.
While using
consulting skills taught by Designed Learning usually produces
good results, the process can involve risk. “That’s something we looked
at in the workshop,” says Kristi Iverson. “When the real problem is
different from the presenting problem, you can get involved in power
struggles. They can usually be resolved — but sometimes you might not be
able to be successful; sometimes you might be risking failure that could
hurt your career. Then you have to ask yourself, ‘Is this worth it to
me? Would I truly rather be a partner than a pair of hands? Or can I
live with doing what this customer demands even though it won’t solve
the real problem?’ You have to answer that question for yourself.
Personally, I think you have to choose your battles, and understand that
you can’t win all the time.”
…
BUT DOES IT WORK?
“It’s a good feeling
when the people who used to ask you to fix the printer now call on you
to help rework a process,” says Pam Schellenberger. Staff consulting
skills produce positive resolutions and turn difficult situations
around. After learning the process, people report extending the skills
beyond clients to interacting with subordinates, colleagues and bosses.
A few even apply them at home with spouses and children.
Lisa
Halteman — who earned a master’s degree in human influencing skills —
has further insights about the value of consulting skills.
“Understanding what the other person values involves listening carefully
and making accurate judgments. If you don’t get that part right, you get
resistance. But naming the resistance and getting it on the table
where you can deal with it can help get you past it.”
Today’s difficult
business environment requires positive, productive responses. Developing
staff consulting skills is an invaluable asset, enabling staff to be
more productive and effective. One participant noted, “Let’s face it:
information systems people can’t afford to be seen as just ‘byteheads’
any more.”
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