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Anne Gregory om The trusted adviser

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The Internal Consultant
Professor Anne Gregory
University of Huddersfield
Immediate Past Chair, Global
Alliance
CEP Tutor
What’s in store......
• Contribution
• Context
• Expertise
• Behaviours
• Process
• Positioning
• Conclusions
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Anne Gregory om The trusted adviser

  1. 1. The Internal Consultant Professor Anne Gregory University of Huddersfield Immediate Past Chair, Global Alliance CEP Tutor
  2. 2. What’s in store...... • Contribution • Context • Expertise • Behaviours • Process • Positioning • Conclusions
  3. 3. A starter for 10…. The elevator test. What are the key elements to being a trusted adviser? 2 minutes only!!
  4. 4. Edelman Trust Barometer 2017
  5. 5. The Trusted Adviser
  6. 6. Lessons from Management Consultancy Mindset Knowledge Process skills Competencies Maister, Green and Galford (2002)
  7. 7. Mindset
  8. 8. What does ‘being strategic’ mean? What does ‘being tactical’ mean?
  9. 9. Are you strategic?
  10. 10. Mindset of the strategic thinker?
  11. 11. How CEOs make strategic decisions • collaborative decision-making framework • strategic thinking is conversation-based • the CEO’s forum for this is direct reports… • …and specialist experts outside the inner circle • Widely networked, diverse perspectives • Implications?
  12. 12. How many times in the last few years have you heard that the world is more complex, turbulent and uncertain than ever before?
  13. 13. The modern media environment • a complex adaptive system • multiple interacting agents… • …citizens, organisations, “media outlets” • digital, non-digital, mass, personal comms the unpredictable nature of the interactions between different agents leads to the creation of a dynamic/unstable media system
  14. 14. You are also surrounded by wicked problems…
  15. 15. Defining characteristics • no definitive formulation of a WP • every WP is essentially unique • every WP is a symptom of another problem • cannot apply a specific set of solutions to a WP • no immediate or ultimate test of a solution to a WP (Conklin, 2006)
  16. 16. You occupy vulnerable “not knowing” or “not knowing with much confidence” spaces Comfortable with ambiguity
  17. 17. Discuss on your tables… what do you do? Nurse User-friendly; established procedures Therapist Diagnosis of complex, ill- specified problems; refers work on Pharmacist Supervision of a more junior delivery team; established procedures Brain Surgeon Innovative solutions to one-off problems Customised Process Diagnosis Standard Process “Doing” High degree of client contact Low degree of client contact
  18. 18. The Internal Consultant Mindset Knowledge Process skills Competencies
  19. 19. Enacting the role
  20. 20. Knowledge and Skills what you need to know to undertake your role competently? what you need to do to carry out your role competently?
  21. 21. Competencies: behavioural repertoires or sets of behaviours that support the attainment of organisational objectives. How knowledge and skills are used in performance.
  22. 22. How do you ‘behave’? • I’m always the same person • I have role models that I follow • I fit in with what others in my organisation are doing • I’ve not really thought about it
  23. 23. Research: common competency factors • Strategy and action • People skills • Personal communication • Personal characteristics
  24. 24. Shared competencies Strategy and Action Takes a strategic/long term view • plans ahead, remains focused on organisational objectives • thinks beyond immediate issues and links to business • has a vision of objectives and reviews them regularly Makes decisions and acts • willing to make tough, unpopular decisions based on information • suggests various solutions, decides on course of action quickly and implements it • makes things happen and acts with confidence
  25. 25. People skills Understands others • open-minded when considering others, interested, empathic and sympathetic • looks for win-win and mutual benefit • shows respect, works to understand motivation of others Leads and supports • provides direction, advice and coaching • fosters openness and information sharing, acknowledges contributions • elevates insights to the board
  26. 26. Personal communication Networks • talks easily at all levels internally and externally • builds strong, extended infrastructure across functions • builds relationships with gatekeepers and is visible Communicates • verbally and in writing, clearly, consistently and convincingly • supports arguments with facts and figures • confronts senior people with difficult issues
  27. 27. Personal characteristics Takes responsibility for high standards • consistent with clear personal values aligned with organisation • sets high goals and standards, accepts responsibility for them • handles criticism well and learns from it Maintains a positive outlook • responds well to changes or setbacks, manages pressure well • aware of difference between setback and failure, uses humour • deals with ambiguity well, grasping the opportunity
  28. 28. Private sector Prepares thoroughly • spends time understanding tasks and objectives, scenario plans • involves team in planning • constantly aware of arising issues Investigates and analyses • gathers, probes, tests information, analytical, gets to heart of issue • uses a wide variety of sources, grasps key facts quickly • analyses potential outcomes of situation
  29. 29. Public sector Persuades and influences • Guides conversations to desired endpoints • Manages conflict sensitively and diplomatically • Takes account of internal and external political environment • Influences the agendas of everyone Consults and involves • Listens to views of others • Shows an awareness of diverse opinions • Consults and involves to gain support
  30. 30. PRIVATE PUBLIC Networking Building Strong Relationships Leading and supporting Understanding others Consulting and involving Maintaining a positive outlook Managing under pressure Taking responsibility for high standards Upholding reputation of the Service Communicating Presenting and communicating Decision-making and acting Taking action Strategic/long term view Understanding bigger picture Investigating and analysing Preparing thoroughly Persuading and influencing Formulating strategies and concepts Creating and innovating
  31. 31. The Internal Consultant Mindset Knowledge Process skills Competencies
  32. 32. What makes you an expert?
  33. 33. How do you develop and maintain expertise?
  34. 34. The Internal Consultant Mindset Knowledge Process skills Competencies
  35. 35. Process skills • Your ‘pitch’ (do you have a ‘credentials’ presentation?) • Establishing initial contact Understanding • situation • politics (where is the client really coming from? • problems and opportunities • implicit and explicit needs • your opportunity to add value • Agreeing the project • the brief • purpose, testing, KPIs & reporting • Managing the relationship • on the front foot • solution oriented (NB personal preferences understood)
  36. 36. Process mindset differences Consultant Employee Client Employer Project Job Proactive Reactive Impact Activity
  37. 37. How does the ‘client’ feel?
  38. 38. Creating confidence • Knowing them • Knowing their world • Behaviour • Interactions – Preparation – Initiative – Good on ‘the knitting’ • Options
  39. 39. Service Quality: the 10 factors (Parasuraman, Zeithami and Berry, 1994) Reliability Communications Responsiveness Credibility Competence Security Access Understanding Courtesy Tangibles Technical and functional proficiency
  40. 40. Trusted relationship
  41. 41. Essential qualities to a relationship (Hon & Grunig, 2000) control mutuality: the degree to which both parties are satisfied with the amount of control they have the relationship trust: the level of confidence each party has in the other… the ability to carry out what you say commitment: the extent to which both parties believe that the relationship is worth spending energy on. Is the outcome worth the effort? satisfaction: when each party believe the other is engaging in positive steps to maintain the relationship NB Jim Macnamara’s listening research (Macnamara 2016)
  42. 42. Different folks…different strokes

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