According to P. Dracker, the economic task that faces the managers is: “The Businesses must become effective. Its capacity must be established and realized. It has to become another business, in another future. „
Does your business achieve the results you want, and more importantly, what is the capacity of your organization? Is your capacity implemented and to what extent? If you measure your activity simply by a feeling, is it enough? If you do not have any objective and measurable indicators to measure its activity and if you don’t have any values of what your organization is going to achieve in its ideal functioning, you will have a negative result for sure. If you measure the success of your business simply by generating funds to pay your bills, living well and if it means to you that you are a great manager and a businessman, it means you should immediately contact a consultant.
The first and most important to have an objective measurable assessment about your business’s status are the digital metrics that measure your performance. Even if you have these values, they will not give you objective information, unless you have realized what you are able to achieve in the ideal case or what is your maximum capacity. If you still have a system of indicators and monitor your performance, that will show you how far you are from your real possibilities. Then ask yourself, „Why does it happen like this?“
Set this question several times and then ask yourself: „What is the reason that prevents me to overcome this alone?“ It is easier to find a consultant because at your first meeting you invest only time and with the help of a specialist you will discuss your views about your business development. Do it with a few consultants, if you have no experience with this service, this is the way you can get to know familiar with this useful service.
The definition of the problem is the half of the decision.
There is a problem when there is a difference between two situations, one is desirable and the other is current and someone is interested in deleting the difference. Experience shows that companies cannot solve their problems by their own, this has its own explanation, but I will write another article about it. However, the most common error in identifying problems is that the symptoms are confused with the problems. „There are no people“, „No clients“, „People have no money“, „My staff is bad“ …… are just symptoms. In order to get to the real problems, you should at least ask yourself „Why?“. When you’ve identified the issues that hinder you, you have to ask, „What is our tight place,“ or „Solving which of these issues will have the best effect on my business and performance?“ Whether you will buy a training or buy a project advisory service to help you throughout the process, you decide. But it’s important to know „your narrow spot and your focus on it. It does not matter whether this is the motivation of the people or it is a communication and empowerment policy, „Lean“ – transformation or trade policy, if you do not intervene in the „tight“ place, you will not get a positive result for your business.
Goals and results
One of the most important things in working with a consultant is to clarify and manage expectations. Both sides need to be fully aware of what issue is being worked out, what are the goals and what are the results that the client will get, when the goals are achieved.
There are two types of results of the consultant’s activity – internal and external. The internal ones are those that the customer feels and defines from the provision of the service. This is his or her sense of interaction with the consultant. The external results are those that the company will receive when changing and improving its business. External results should not be expected in principle, they should be measurable and very well defined. Very often, however, especially when training is purchased and they are super exciting, role-playing games are organized, etc., employees resist to go. Why does it happen? Because the real problem has not been identified, the intervention has not been targeted at the „bottleneck“ and the service received will not change anything in the company’s performance. Acquired knowledge, processes or solutions will be „clogged“ by the real problem, it will not be implemented and it will be just lost of time.
The cost of the service
„Do you know why“ the Capital „and” the Undistributed profits „are on the company’s balance sheet? – used to ask my finance lecturer. – Because they are liabilities to the owners? „Whatever are the sources of cash in the company, they are in the liabilities and are due to it. From this point of view, managers, whether they own the capital, need to buy assets that bring value to the company. The same applies to the purchase of external services, in our case – consulting. No matter what the consulting fee is, it’s important to be aware of what kind of value the service can bring to your company.
There are many possibilities to achieve a result. When you negotiate a consulting service, there are different ways a consultant can do it. These are „Expert“, „Patient Doctor“, „Process Consulting“.
„Expert“ – the client can very well define what s/ he wants from the consultant and is responsible for doing so, s/ he orders to do some expertise and can use it as s/he finds fit.
With the „Patient-Doctor“ service, the consultant assumes the role of identifying the problem, finding the causes, developing a solution, and helping to implement it.
The third type of „Process Consultation“ that I think is the most effective one, is based on the fact that everything is in the hands of the client and the consultant appears to be the facilitator and the manager of the process. It can use coaching approaches and relationships. It is characterized by intensive employee involvement but is cheaper and more effective in the long run. Mixed approaches are possible and everything depends on how expectations between the client and the consultant are defined and managed.
It is possible that success does not come at once, but it depends on the implementation deadline that is planned with the consultant. To ensure the good quality of consulting services, there are four main elements:
First, to ensure that the right actions are done.
Secondly, to ensure that activities are done properly.
Third-at the end to ensure that the work is done correctly and the evaluation is satisfactory.
Fourth– after the end of the service to continue the relationship and observe the current execution.
Working with a consultant can be useful and inspirational, as long as it is organized in the right way and relationships and expectations are properly managed.
MBA, CMC, ACSTH
Tel: +359 888810110