Edward G. Verlander
The Practice of Professional C
Edward G. Verlander
The Practice of Professional C
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Despite the size of the consulting industry and its attractiveness to business school graduates, there is a dearth of agreement about what constitutes "professionalism" in consulting. The Practice of Professional Consulting provides the most comprehensive introduction to the field of consulting, including a complete system of guidelines, and all the tools, templates, techniques, case studies, competencies, and assessments to become a professional consultant. Broad enough to be useful to anyone starting any kind of consulting business, yet specific in explaining typical client situations, this…mehr
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Despite the size of the consulting industry and its attractiveness to business school graduates, there is a dearth of agreement about what constitutes "professionalism" in consulting. The Practice of Professional Consulting provides the most comprehensive introduction to the field of consulting, including a complete system of guidelines, and all the tools, templates, techniques, case studies, competencies, and assessments to become a professional consultant. Broad enough to be useful to anyone starting any kind of consulting business, yet specific in explaining typical client situations, this guide offers new and aspiring consultants with a perspective of the rules, roles, values, methods, and techniques used across firms in the consulting industry.
Produktdetails
- Produktdetails
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 320
- Erscheinungstermin: 30. Oktober 2012
- Englisch
- Abmessung: 241mm x 196mm x 22mm
- Gewicht: 680g
- ISBN-13: 9781118241844
- ISBN-10: 1118241843
- Artikelnr.: 34450230
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 320
- Erscheinungstermin: 30. Oktober 2012
- Englisch
- Abmessung: 241mm x 196mm x 22mm
- Gewicht: 680g
- ISBN-13: 9781118241844
- ISBN-10: 1118241843
- Artikelnr.: 34450230
THE AUTHOR Edward Verlander is chairman of Verlander, Wang & Co., LLC, an international management consulting firm that delivers services in strategy, organization change, leadership development, and executive coaching. Clients are world-wide and embrace the Fortune 500, numerous European technology companies and, most recently, the public and private education sectors in China. He also teaches MBA-level business consulting at Long Island University and has taught management at Columbia and Hofstra Universities, as well as in the business schools at Jilin University and Nanjing University in China.
About This Book xii Preface xv Acknowledgments xviii PART ONE: SETTING THE
STAGE 1 1 The Nature of Consulting 3 It's an Industry 4 Types of Consulting
8 Scope of Consulting 10 Trusted Consultant and Advisor 12 Consultant
Qualifications 14 What Is Professional Consulting? 16 2 Why Companies Hire
Consultants 19 Why Consultants Are Needed 19 Fast, Bigger, Better, Cheaper
Outcomes 21 Forces That Drive Business Consulting 25 Expectations of
Consultant Services 30 Changes in Client's Business and Organization Needs
31 Future Challenges 34 3 A Model for Professional Consulting 38 What Do We
Mean by "Process"? 38 A Framework for Consulting 39 The Four Stages of
Consulting 44 The Four Roles of Consulting 46 Consulting Competencies 48
PART TWO: APPLYING THE MODEL 53 4 Stage One: The Developing and Designing
Process 55 Stage One Competencies: Winning the Business 56 Understanding
the Client's Business and Industry 59 Making a Good First Impression 61
First Meeting Dynamics 63 5 Stage One, Continued: Assessing Client Needs
and Managing Expectations 70 The Purpose of Conducting a Needs Assessment
70 Types of Questions: The Fundamentals 72 Conducting a Needs Assessment: A
Question Strategy 74 Needs Assessment: Listening Actively 79 The Proposal
Development Process 82 Managing Expectations 91 6 Stage Two: The Mobilizing
and Aligning Process 96 Stage Two Competencies: Mobilizing and Aligning 96
Work and Project Plan Reviews 97 Risk Assessment Factors 106 Project Launch
Meetings 108 7 Stage Two, Continued: Turning a Consulting Group into a Team
116 Defi ning a Team 116 Stages of Team Development 119 Diagnosing Project
Team Performance 121 How Team Building Is Conducted 122 Special Problems in
Building Project Teams 123 Characteristics of High-Performing Teams 126 The
Project Leader Style Needed for Team Building 127 8 Stage Three: The
Building and Producing Process 130 Stage Three Competencies: Building and
Producing 131 Data Gathering 132 Performance Management and Coaching 137
Coaching Consultants 139 Motivating Consultants 146 Progress Review
Meetings 151 Navigating Organizational Politics 155 Project Management
Issues 161 9 Stage Four: The Implementing and Deploying Process 168 Stage
Four Competencies: Implementing and Deploying 169 Managing Change 171
Implementation Strategies 175 Skills Transfer 180 Measuring Customer
Satisfaction 186 Satisfaction Assessment Metrics 190 PART THREE: THE BIGGER
PICTURE 195 10 Improving Consulting as a Professional Practice 197 A
Reality Check About Consulting 198 The Need to Professionalize Consulting
200 Professional Capabilities of Consultants 205 Building Block One:
Client's Business Focus 208 Building Block Two: Business Management 210
Building Block Three: Technical Requirements 214 Building Block Four:
Interpersonal Attributes 215 Building Block Five: Effective Leadership 217
11 Lessons of Experience 222 How to Grow in Professional Capability 223
Lessons from McKinsey 225 The Pain and Joy of a Consulting Career 227
Professional Proficiencies in Consulting 231 Trends for the Twenty-First
Century 234 Appendices A The Consulting Role Preference Indicator 238 B
Guidelines for Successful Consulting 250 C The Leadership Role of
Consultants 258 D Consulting Case Applications 262 E Diagnostic Procedures
and Instruments for Consulting Teams 264 Bibliography and Resources 274
About the Author 280 Index 282
STAGE 1 1 The Nature of Consulting 3 It's an Industry 4 Types of Consulting
8 Scope of Consulting 10 Trusted Consultant and Advisor 12 Consultant
Qualifications 14 What Is Professional Consulting? 16 2 Why Companies Hire
Consultants 19 Why Consultants Are Needed 19 Fast, Bigger, Better, Cheaper
Outcomes 21 Forces That Drive Business Consulting 25 Expectations of
Consultant Services 30 Changes in Client's Business and Organization Needs
31 Future Challenges 34 3 A Model for Professional Consulting 38 What Do We
Mean by "Process"? 38 A Framework for Consulting 39 The Four Stages of
Consulting 44 The Four Roles of Consulting 46 Consulting Competencies 48
PART TWO: APPLYING THE MODEL 53 4 Stage One: The Developing and Designing
Process 55 Stage One Competencies: Winning the Business 56 Understanding
the Client's Business and Industry 59 Making a Good First Impression 61
First Meeting Dynamics 63 5 Stage One, Continued: Assessing Client Needs
and Managing Expectations 70 The Purpose of Conducting a Needs Assessment
70 Types of Questions: The Fundamentals 72 Conducting a Needs Assessment: A
Question Strategy 74 Needs Assessment: Listening Actively 79 The Proposal
Development Process 82 Managing Expectations 91 6 Stage Two: The Mobilizing
and Aligning Process 96 Stage Two Competencies: Mobilizing and Aligning 96
Work and Project Plan Reviews 97 Risk Assessment Factors 106 Project Launch
Meetings 108 7 Stage Two, Continued: Turning a Consulting Group into a Team
116 Defi ning a Team 116 Stages of Team Development 119 Diagnosing Project
Team Performance 121 How Team Building Is Conducted 122 Special Problems in
Building Project Teams 123 Characteristics of High-Performing Teams 126 The
Project Leader Style Needed for Team Building 127 8 Stage Three: The
Building and Producing Process 130 Stage Three Competencies: Building and
Producing 131 Data Gathering 132 Performance Management and Coaching 137
Coaching Consultants 139 Motivating Consultants 146 Progress Review
Meetings 151 Navigating Organizational Politics 155 Project Management
Issues 161 9 Stage Four: The Implementing and Deploying Process 168 Stage
Four Competencies: Implementing and Deploying 169 Managing Change 171
Implementation Strategies 175 Skills Transfer 180 Measuring Customer
Satisfaction 186 Satisfaction Assessment Metrics 190 PART THREE: THE BIGGER
PICTURE 195 10 Improving Consulting as a Professional Practice 197 A
Reality Check About Consulting 198 The Need to Professionalize Consulting
200 Professional Capabilities of Consultants 205 Building Block One:
Client's Business Focus 208 Building Block Two: Business Management 210
Building Block Three: Technical Requirements 214 Building Block Four:
Interpersonal Attributes 215 Building Block Five: Effective Leadership 217
11 Lessons of Experience 222 How to Grow in Professional Capability 223
Lessons from McKinsey 225 The Pain and Joy of a Consulting Career 227
Professional Proficiencies in Consulting 231 Trends for the Twenty-First
Century 234 Appendices A The Consulting Role Preference Indicator 238 B
Guidelines for Successful Consulting 250 C The Leadership Role of
Consultants 258 D Consulting Case Applications 262 E Diagnostic Procedures
and Instruments for Consulting Teams 264 Bibliography and Resources 274
About the Author 280 Index 282
About This Book xii Preface xv Acknowledgments xviii PART ONE: SETTING THE
STAGE 1 1 The Nature of Consulting 3 It's an Industry 4 Types of Consulting
8 Scope of Consulting 10 Trusted Consultant and Advisor 12 Consultant
Qualifications 14 What Is Professional Consulting? 16 2 Why Companies Hire
Consultants 19 Why Consultants Are Needed 19 Fast, Bigger, Better, Cheaper
Outcomes 21 Forces That Drive Business Consulting 25 Expectations of
Consultant Services 30 Changes in Client's Business and Organization Needs
31 Future Challenges 34 3 A Model for Professional Consulting 38 What Do We
Mean by "Process"? 38 A Framework for Consulting 39 The Four Stages of
Consulting 44 The Four Roles of Consulting 46 Consulting Competencies 48
PART TWO: APPLYING THE MODEL 53 4 Stage One: The Developing and Designing
Process 55 Stage One Competencies: Winning the Business 56 Understanding
the Client's Business and Industry 59 Making a Good First Impression 61
First Meeting Dynamics 63 5 Stage One, Continued: Assessing Client Needs
and Managing Expectations 70 The Purpose of Conducting a Needs Assessment
70 Types of Questions: The Fundamentals 72 Conducting a Needs Assessment: A
Question Strategy 74 Needs Assessment: Listening Actively 79 The Proposal
Development Process 82 Managing Expectations 91 6 Stage Two: The Mobilizing
and Aligning Process 96 Stage Two Competencies: Mobilizing and Aligning 96
Work and Project Plan Reviews 97 Risk Assessment Factors 106 Project Launch
Meetings 108 7 Stage Two, Continued: Turning a Consulting Group into a Team
116 Defi ning a Team 116 Stages of Team Development 119 Diagnosing Project
Team Performance 121 How Team Building Is Conducted 122 Special Problems in
Building Project Teams 123 Characteristics of High-Performing Teams 126 The
Project Leader Style Needed for Team Building 127 8 Stage Three: The
Building and Producing Process 130 Stage Three Competencies: Building and
Producing 131 Data Gathering 132 Performance Management and Coaching 137
Coaching Consultants 139 Motivating Consultants 146 Progress Review
Meetings 151 Navigating Organizational Politics 155 Project Management
Issues 161 9 Stage Four: The Implementing and Deploying Process 168 Stage
Four Competencies: Implementing and Deploying 169 Managing Change 171
Implementation Strategies 175 Skills Transfer 180 Measuring Customer
Satisfaction 186 Satisfaction Assessment Metrics 190 PART THREE: THE BIGGER
PICTURE 195 10 Improving Consulting as a Professional Practice 197 A
Reality Check About Consulting 198 The Need to Professionalize Consulting
200 Professional Capabilities of Consultants 205 Building Block One:
Client's Business Focus 208 Building Block Two: Business Management 210
Building Block Three: Technical Requirements 214 Building Block Four:
Interpersonal Attributes 215 Building Block Five: Effective Leadership 217
11 Lessons of Experience 222 How to Grow in Professional Capability 223
Lessons from McKinsey 225 The Pain and Joy of a Consulting Career 227
Professional Proficiencies in Consulting 231 Trends for the Twenty-First
Century 234 Appendices A The Consulting Role Preference Indicator 238 B
Guidelines for Successful Consulting 250 C The Leadership Role of
Consultants 258 D Consulting Case Applications 262 E Diagnostic Procedures
and Instruments for Consulting Teams 264 Bibliography and Resources 274
About the Author 280 Index 282
STAGE 1 1 The Nature of Consulting 3 It's an Industry 4 Types of Consulting
8 Scope of Consulting 10 Trusted Consultant and Advisor 12 Consultant
Qualifications 14 What Is Professional Consulting? 16 2 Why Companies Hire
Consultants 19 Why Consultants Are Needed 19 Fast, Bigger, Better, Cheaper
Outcomes 21 Forces That Drive Business Consulting 25 Expectations of
Consultant Services 30 Changes in Client's Business and Organization Needs
31 Future Challenges 34 3 A Model for Professional Consulting 38 What Do We
Mean by "Process"? 38 A Framework for Consulting 39 The Four Stages of
Consulting 44 The Four Roles of Consulting 46 Consulting Competencies 48
PART TWO: APPLYING THE MODEL 53 4 Stage One: The Developing and Designing
Process 55 Stage One Competencies: Winning the Business 56 Understanding
the Client's Business and Industry 59 Making a Good First Impression 61
First Meeting Dynamics 63 5 Stage One, Continued: Assessing Client Needs
and Managing Expectations 70 The Purpose of Conducting a Needs Assessment
70 Types of Questions: The Fundamentals 72 Conducting a Needs Assessment: A
Question Strategy 74 Needs Assessment: Listening Actively 79 The Proposal
Development Process 82 Managing Expectations 91 6 Stage Two: The Mobilizing
and Aligning Process 96 Stage Two Competencies: Mobilizing and Aligning 96
Work and Project Plan Reviews 97 Risk Assessment Factors 106 Project Launch
Meetings 108 7 Stage Two, Continued: Turning a Consulting Group into a Team
116 Defi ning a Team 116 Stages of Team Development 119 Diagnosing Project
Team Performance 121 How Team Building Is Conducted 122 Special Problems in
Building Project Teams 123 Characteristics of High-Performing Teams 126 The
Project Leader Style Needed for Team Building 127 8 Stage Three: The
Building and Producing Process 130 Stage Three Competencies: Building and
Producing 131 Data Gathering 132 Performance Management and Coaching 137
Coaching Consultants 139 Motivating Consultants 146 Progress Review
Meetings 151 Navigating Organizational Politics 155 Project Management
Issues 161 9 Stage Four: The Implementing and Deploying Process 168 Stage
Four Competencies: Implementing and Deploying 169 Managing Change 171
Implementation Strategies 175 Skills Transfer 180 Measuring Customer
Satisfaction 186 Satisfaction Assessment Metrics 190 PART THREE: THE BIGGER
PICTURE 195 10 Improving Consulting as a Professional Practice 197 A
Reality Check About Consulting 198 The Need to Professionalize Consulting
200 Professional Capabilities of Consultants 205 Building Block One:
Client's Business Focus 208 Building Block Two: Business Management 210
Building Block Three: Technical Requirements 214 Building Block Four:
Interpersonal Attributes 215 Building Block Five: Effective Leadership 217
11 Lessons of Experience 222 How to Grow in Professional Capability 223
Lessons from McKinsey 225 The Pain and Joy of a Consulting Career 227
Professional Proficiencies in Consulting 231 Trends for the Twenty-First
Century 234 Appendices A The Consulting Role Preference Indicator 238 B
Guidelines for Successful Consulting 250 C The Leadership Role of
Consultants 258 D Consulting Case Applications 262 E Diagnostic Procedures
and Instruments for Consulting Teams 264 Bibliography and Resources 274
About the Author 280 Index 282