The Facilitative Consultant Workbook – 225 pgs

The Facilitative Consultant is the Leadership Strategies course designed to provide internal and external consultants with powerful tools for managing client relationships and achieving success in client engagements. Through twelve sections, the workbook provides a complete framework for the consulting process. The contents of each section follows.
I. Getting Started

1.1 Course Objectives

1.2 The Critical Issues

1.3 The Leadership Strategies Model for Consulting

1.4 Agenda

1.5 Ground Rules

1.6 Introductions

II. What is Consulting?

2.1 What is Consulting?

2.2 What Value do Consultants Provide?

2.3 External vs. Internal Consultants

2.4 How does Consulting Differ from Having a Regular Job?

2.5 What is a Facilitative Consultant?

III. The Relationship Management Process

3.1 What is Relationship Management?

3.2 How does Relationship Management Differ from Project Management?

3.3 Relationship Management Stages

3.4 Establishing/Assessing Goals

3.5 Gaining the Client’s Confidence

3.6 The Three C’s of Trust

3.7 Maintaining the Client’s Confidence

3.8 Recovering from a Faux Pas

IV. Defining the Need Part I – Interviewing

4.1 The Scenario

4.2 Why are Objectives Important?

4.3 The Project Sponsor Interview

4.4 “”SSR-ing”” Problem Statements

4.5 Funneling Evaluation Statements

4.6 Keys to Effective Note Taking

V. Understanding Your Client

5.1 A Sample Scenario

5.2 Issue Resolution Meeting

5.3 Understanding Communication Styles

5.4 Identifying the Styles of Others

5.5 Which Style Would Be Best?

5.6 Issue Resolution Meeting – Part II

5.7 Your Personal DISC Profile

5.8 Adapting Your Style

5.9 Success Strategies for Applying DISC

VI. Defining the Need Part II – Proposing

6.1 Types of Proposals

6.2 Steps for Proposal Development

6.3 Developing the Proposal with the Client

6.4 Defining Roles

6.5 Scoping the Engagement

6.6 Sample Business Area Diagram

6.7 Sample Proposal: Statement of Work

6.8 Sample Proposal: Letter Proposal

6.9 Sample Proposal: Full Proposal

VII. Defining the Need Part III: Solution Processes

7.1 Problems and Solution Processes

7.2 Overview of Solution Processes

7.3 Identifying Solution Processes

7.4 The Drivers Model

7.5 Solution Processes and Sample Deliverables

VIII. Preparing to Execute

8.1 Prepare for the Scoping Session

8.2 Perform a Risk Assessment

8.3 Establish Performance Objectives

8.4 Hold the Project Scoping Session

8.5 Maximizing Involvement

8.6 Why is Involvement Important?

8.7 Sample Project Organization

8.8 Selecting the Project Team

8.9 Project Team Norms

8.10 Sample Project Initiation Memo

8.11 Outline of Project Sponsor’s Kick-off Remarks

IX. Building Consensus

9.1 The Mountains and Beaches Model

9.2 Why Do People Disagree?

9.3 Suppose It’s Level 3?

9.4 When Do You Take Control?

9.5 Delineation

9.6 Strengths and Weaknesses

9.7 Merge

9.8 Converge

9.9 When to Move On

X. Executing the Project

10.1 Monitoring the Work Effort

10.2 Running Effective Meetings

10.3 Management Updates

10.4 Project Status Meetings

10.5 Data Gathering Sessions

10.6 Managing Scope

10.7 Managing Change Resistance

10.8 Managing Issues

10.9 Developing Recommendations

XI. Reviewing and Assessing

11.1 Review Performance

11.2 Establish Recommendations for Improvement

11.3 Celebrate the Victory

11.4 Send an Engagement Close Letter

XII. Action Planning

12.1 Identifying Your JEWELS

12.2 Planning Change