Back to consulting. That is the point after all right?
Reading through chapters 1-3 I saw ideas from other classes regurgitated. Authenticity came up in our first class with Cheryl Harrison and it has come up many times since. The idea of getting buy in from the client came up before too, more so in regard to garnering it from your team as a good leader. The beginning of chapter one the five phases of Consulting seemed eerily similar to the 5 stages of Project Management from our last class.
PM 5 Stages
Initiating
Planning
Executing
Monitoring & Control
Closing
Consulting 5 Stages
Entry & Contracting
Discovery & Dialogue
Analysis & Decision to Act
Engagement & Implementation
Extension, Recycle, or Termination
While these stages do not match up perfectly. I saw them as similar. In a sense this should reiterate how tried and true these stages are.
I also found it interesting, the distinction made between being a consultant and a "surrogate manager". A true consultant is there to advise, not to do. He later did go over different levels in this regard too though. He made it OK to do sometimes. He explained that a consultant can act in different roles.
Consulting Roles
Expert
Pair-of-Hands
Collaborative
The role that seemed most powerful to me was the Collaborative role. In the book Block mentions how a consultant is a change agent. Utilizing the collaborative role seems to me to be very powerful. This is where you work hand in hand with the client. While a consultant has their experience and expertise, they are likely not an expert in that organization's culture. The client has that expertise. Working collaboratively is the ideal in my opinion. This is not to say that there is no room for the other two roles. There will definitely be time when the other two roles will be the prescription for success.