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The expert guide to effective internal consulting
This book guides internal consultants through the steps necessary to bolster their credibility, build relationships within the organization, develop internal marketing abilities, and apply proper methodologies to their work. Alan Weiss, an experienced consultant, provides practical techniques the internal consultant, internal human resources practitioner, and any other internal change agent can use to excel at work, advance their careers, and become valued assets to their organizations. Some of the major subjects covered include setting up the proper environment for success and establishing peer-level interactions.
Alan Weiss, PhD (East Greenwich, CT), has consulted with hundreds of organizations around the world, including Mercedes-Benz, Hewlett-Packard, Merck, and Chase. He lectures widely and appears regularly on radio and television to discuss productivity and performance. He is the author of twelve books, including Getting Started in Consulting (Wiley: 0-471-38455-0), The Ultimate Consultant (Jossey-Bass: 0-7879-5508-6), How to Acquire Clients (Jossey-Bass: 0-7879-5514-0), and Process Consulting (Jossey-Bass: 0-7879-5512-4).

Tabla de contenidos provista por Syndetics

• Introduction(p. xiii)
• Part 1 The Environment(p. 1)
• Chapter 1 If It Walks Like a Duck: What Constitutes an Effective Internal Consultant?(p. 3)
• The Role of a Consultant(p. 3)
• The Key Players(p. 7)
• The Basic Dynamics(p. 11)
• The Nature of the Work(p. 18)
• Suggested Reading(p. 21)
• Chapter 2 Creating Peer Relationships: How to Be Perceived as a Credible Partner by Line Management(p. 23)
• Eschewing the Touchie-Feelie Nonsense(p. 23)
• Taking the Role of a Peer(p. 27)
• Proactive versus Reactive Advice(p. 32)
• Avoiding the IRS Syndrome(p. 36)
• Suggested Reading(p. 43)
• Chapter 3 Tools of the Trade: What You Must Possess to Avoid Being Thrown out the Door(p. 45)
• Key Behaviors(p. 45)
• Mandatory Skills(p. 51)
• Useful Experience(p. 56)
• Intellectual Armament(p. 58)
• Suggested Reading(p. 62)
• Part 2 The Interactions(p. 63)
• Chapter 4 The Role of Conceptual Agreement: The Absolutely Best Way to Establish a Win/Win Project(p. 65)
• Relationship Building(p. 65)
• Trust(p. 69)
• Objectives, Measures, and Value(p. 73)
• Pushing Back(p. 78)
• Suggested Reading(p. 83)
• Chapter 5 Formulating the Proposal: How to Ensure that You and the Buyer Meet Each Other's Expectations(p. 85)
• Summations, Not Explorations: The Nine Steps to Irresistible Proposals(p. 85)
• Providing Value-Based Options(p. 90)
• Establishing Joint Accountabilities(p. 94)
• Avoiding Scope Creep(p. 98)
• Suggested Reading(p. 103)
• Chapter 6 The Value Proposition: Why Every Client Knows What's Wanted but Not Necessarily What's Needed(p. 105)
• The Difference between "Fix" and "Improve"(p. 105)
• The Difference between Input and Output(p. 110)
• Asking the "Why" Question(p. 114)
• Confronting Basic Premises(p. 119)
• Suggested Reading(p. 124)
• Part 3 The Intervention(p. 125)
• Chapter 7 The Pros and Cons of Living There: How to Maximize Strengths and Minimize Weaknesses(p. 127)
• The Beauty of Institutional Memory(p. 127)
• Looking Outside the Organizational Footprint(p. 132)
• Force Field Analyses(p. 137)
• Combating People Like Me(p. 144)
• Suggested Reading(p. 149)
• Chapter 8 The Politics of Terror: How to Reconcile Tough Issues without Being Drawn and Quartered(p. 151)
• Factual versus Emotional Confrontation(p. 151)
• Avoiding Internecine Warriors(p. 156)
• Persuasion through Self-Interest(p. 161)
• Avoiding the Savior Complex(p. 167)
• Suggested Reading(p. 171)
• Chapter 9 Knowing When to Stop: How to Disengage, Give Credit, and (It's Allowed) Take Credit(p. 173)
• Assessing Progress and Completion(p. 173)
• Making a Clean Break(p. 178)
• Closing the Loop with the Buyer(p. 183)
• Blowing Your Own Horn(p. 187)
• Suggested Reading(p. 192)
• Part 4 The Aftermath(p. 193)
• Chapter 10 Assessing Value: How to Follow-Up and Leverage Your Success(p. 195)
• Developing Your Skills(p. 195)
• Developing Other Buyers(p. 199)
• Creating a "Brand"(p. 203)
• Marketing "Gravity"(p. 208)
• Suggested Reading(p. 214)
• Chapter 11 The Ethical Quandaries: When to Put Up, Shut Up, and Give Up(p. 215)
• The Ethical Template(p. 215)
• Blowing the Whistle(p. 221)
• Living to Fight Another Day(p. 226)
• When It's Time to Go(p. 231)
• Suggested Reading(p. 235)
• More Suggested Readings(p. 237)
• Index(p. 241)
• About the Author(p. 256)

Notas de autor provistas por Syndetics

Alan Weiss, Ph.D., is president of Summit Consulting Group, former vice president of the international training firm Kepner-Tregoe, and a star on the speakers circuit. He is the author of more than 400 articles and ten books, which include Best Laid Plans, Money Talks, Our Emperors Have No Clothes, and Million-Dollar Consulting. Dr. Weiss resides in East Greenwich, Rhode Island.

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