Maintain a friendly and confident disposition. People believe in you more if you appear to believe in yourself and don't seem defensive.
I remember one time another consultant was hired on alongside me on a project. His abilities were OK, but from the start he seemed paranoid about getting sacked. I think his attitude helped to make his fears come true.
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Sorry Tim and Chip I dispute this quote:
"There are a variety of reasons why people love to hate consultants. Many people, especially those in leadership roles do not look favorably upon others who exhibit more initiative and drive than they do. And in my experience, even a little initiative puts you ahead of 90 percent of the current workforce."
If this was the case the USA would not be even remotely in the position that it is today. Even with all of our faults and miss-steps, I dare say that the US is still the greatest experiment in free trade and business that ever existed. Being a consultant myself the attitude of the customer is totally dependent on how I approach them. That is just "part of doing business."
Sorry for the rant, but this statement truly did not feel right.
"There are a variety of reasons why people love to hate consultants. Many people, especially those in leadership roles do not look favorably upon others who exhibit more initiative and drive than they do. And in my experience, even a little initiative puts you ahead of 90 percent of the current workforce."
If this was the case the USA would not be even remotely in the position that it is today. Even with all of our faults and miss-steps, I dare say that the US is still the greatest experiment in free trade and business that ever existed. Being a consultant myself the attitude of the customer is totally dependent on how I approach them. That is just "part of doing business."
Sorry for the rant, but this statement truly did not feel right.
I suppose the 90 per cent is disputable, but I have to agree that there are a lot of chair warmers out there in the work force. And that's not only limited to the USA.
It's true, though, that the consultant's attitude can sometimes change that. I can readily think of a few occasions where I went into an office and helped an old-guard programmer come to life again by introducing him to new techniques.
It's true, though, that the consultant's attitude can sometimes change that. I can readily think of a few occasions where I went into an office and helped an old-guard programmer come to life again by introducing him to new techniques.
I think the '90%' was along the lines of people that say they'll be there in 'two minutes.' Northern Irish will do the same by saying 'Take a wee seat.' but the time spent in the seat is not always short.
As far as lack of initiative, I agree. The author is off the mark a bit. All permanent workers will have some non-initiative time. No one can be all-go every work day of the year, unless they get holiday time that rivals French employees. Consultants, by nature, have less time to be exposed to co-workers. They can appear to always be happy and cheerful, with these breaks that they get.
However, employees do often have massive amounts of initiative. This is especially the case with an employer that takes good care of them. That is good pay, team building activities, new training opportunities, and especially an active participation in the greater business. That last part is very important. People can not begin to take initiative if they don't know what they're working on.
As far as lack of initiative, I agree. The author is off the mark a bit. All permanent workers will have some non-initiative time. No one can be all-go every work day of the year, unless they get holiday time that rivals French employees. Consultants, by nature, have less time to be exposed to co-workers. They can appear to always be happy and cheerful, with these breaks that they get.
However, employees do often have massive amounts of initiative. This is especially the case with an employer that takes good care of them. That is good pay, team building activities, new training opportunities, and especially an active participation in the greater business. That last part is very important. People can not begin to take initiative if they don't know what they're working on.
"And in my experience, even a little initiative puts you ahead of 90 percent of the current workforce."
The implicit condescension and comptempt might suggest where part of the problem rests.
The implicit condescension and comptempt might suggest where part of the problem rests.
As an outside consultant ....
I am part of my client's staff and treat myself accordingly, and do not stand outside and oblivous to their concerns. This is vital. McKinsey loves to turn out consultants that become CEO level consultants and the results as disasterous.
I document everything and leave on-site visit reports on the desks of principal owners whenever I am done and leave procedure notes for staff.
I buy food periodically. Sounds silly but coffee cake in the morning with coffee makes friends fast.
I listen to their conversation when they are talking to me about anything and everything. My world is not just InfoTech with a client. I have to know their business, their staff, how they all work together. And while I may curse stupidity outside of their office, inside is different: sweetness and charm.
I am part of my client's staff and treat myself accordingly, and do not stand outside and oblivous to their concerns. This is vital. McKinsey loves to turn out consultants that become CEO level consultants and the results as disasterous.
I document everything and leave on-site visit reports on the desks of principal owners whenever I am done and leave procedure notes for staff.
I buy food periodically. Sounds silly but coffee cake in the morning with coffee makes friends fast.
I listen to their conversation when they are talking to me about anything and everything. My world is not just InfoTech with a client. I have to know their business, their staff, how they all work together. And while I may curse stupidity outside of their office, inside is different: sweetness and charm.
One tool that I have found helpful is to seek the advice of the permanent staff on procedure. The one thing that really turn off staff against consultants is not showing respect for their procedures be it turning on a Data Point on or connecting a new printer to the network.
A good line to use is that you would like to seek the benefit of their wisdom and guidance.
It works like a charm.
Another good phrase when you want something is not request it as of right but ask "what are the chances of .....".
Also take an interest in the personal lives of those around you. Treat them as you would have yourself be treated.
A good line to use is that you would like to seek the benefit of their wisdom and guidance.
It works like a charm.
Another good phrase when you want something is not request it as of right but ask "what are the chances of .....".
Also take an interest in the personal lives of those around you. Treat them as you would have yourself be treated.
"For particularly heated issues, I recommend avoiding telephone conversations because e-mail provides better documentation of exactly how the other person interacted with you"
I just can't agree with that. In my experience sending email and avoiding face to face meetings is the quickest way to create misunderstandings and make a bad situation worse. I completely agree with sending summary emails to document conversations but when things are going wrong you need to meet face to face, not play email tennis.
I just can't agree with that. In my experience sending email and avoiding face to face meetings is the quickest way to create misunderstandings and make a bad situation worse. I completely agree with sending summary emails to document conversations but when things are going wrong you need to meet face to face, not play email tennis.
You are right. It's very difficult to impart to the written word those human signals of friendliness that come naturally to the voice and facial expressions.
If employees have issues with you as a consultant, it is quite likely they have issues with their manager too.
I remember before I became a consultant the shock and anger I felt when, as an employee with a new project I was getting just my teeth into, a consultant was 'parachuted in' without involving me in the decision. As it turned out I quickly realised that I could learn lots from him and my resentment abated, but it could have been quite different. So I always make a point of talking early on to the people whose noses may have been put out to check with them what they think of my coming in. Sometimes I use the above experience as a way of getting into the conversation.
I also agree with reisen55 that if you have to call a meeting, bringing in cakes to go with the coffee goes a long way! Of course they see through the gesture, but it can be a source of humour and they do lift the mood!
Steve
http://www.opazity.com
I remember before I became a consultant the shock and anger I felt when, as an employee with a new project I was getting just my teeth into, a consultant was 'parachuted in' without involving me in the decision. As it turned out I quickly realised that I could learn lots from him and my resentment abated, but it could have been quite different. So I always make a point of talking early on to the people whose noses may have been put out to check with them what they think of my coming in. Sometimes I use the above experience as a way of getting into the conversation.
I also agree with reisen55 that if you have to call a meeting, bringing in cakes to go with the coffee goes a long way! Of course they see through the gesture, but it can be a source of humour and they do lift the mood!
Steve
http://www.opazity.com
... REAL coffee. It was a big hit with all the other caffeine addicts.
When you walk in the door with this kind of chip on your shoulder:
>>
There are a variety of reasons why people love to hate consultants. Many people ??? especially those in leadership roles ??? do not look favorably upon others who exhibit more initiative and drive than they do. And in my experience, even a little initiative puts you ahead of 90 percent of the current workforce.
>>
And you're not alone or unique in my experience. I don't really know how you expect not to garner ill-will when you have insulted 90% of the current workforce before you've made it in the door.
Maybe Tip #1 should be moved to Tip #2, and Tip #1 should state: Respect the people paying your salary until they give you a reason not to, and avoid pre-judging those who enable your livelihood.
>>
There are a variety of reasons why people love to hate consultants. Many people ??? especially those in leadership roles ??? do not look favorably upon others who exhibit more initiative and drive than they do. And in my experience, even a little initiative puts you ahead of 90 percent of the current workforce.
>>
And you're not alone or unique in my experience. I don't really know how you expect not to garner ill-will when you have insulted 90% of the current workforce before you've made it in the door.
Maybe Tip #1 should be moved to Tip #2, and Tip #1 should state: Respect the people paying your salary until they give you a reason not to, and avoid pre-judging those who enable your livelihood.
Overall, this appears to be 5 tips on how to really mess up on a project. Emailing and CC'ing everyone as the first attempt to communicate is a poor style that will be resented by all parties concerned. Better to verbally address the issues in the proper forum. Just as the management team has to verbally address the issue, then document, then possibly suspend the person, you too should follow a progressive style.
I think you confuse initiative with being abrasive and obtrusive. My clients are swamped with the day-to-day tasks and I am there to assist with the extra effort required to run a project successfully.
I think you confuse initiative with being abrasive and obtrusive. My clients are swamped with the day-to-day tasks and I am there to assist with the extra effort required to run a project successfully.
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