Qualities and Skills of Effective Management Consultancy
Management consultants (MC) have become a significant focus in the business community as time goes by. (Thomas 2004, p.1) mentions that most firms have given much priority to the private consultancy sector in recent times as compared to the previous years. For instance, it is not uncommon to find the words ‘internal consultant’ when one looks through business platforms as well as advertisement media (Thomas 2004, p.1). The critical question arises: What are some of the qualities and skills of consultants that will improve the performance of an organization? Since effective consultancy is a systematic process, an analysis will reveal the conditions that each stage requires to strengthen a company’s performance in the current business world.
Initial Entry and Contracting
Communication Skills
Communication is the main factor that links the consultant to a client during a consultation meeting. Communication involves listening to a client and responding in a way that is understandable (Oonk 2016, p.24). A consultant is someone who listens to and translates the words of the client in any setting (Aguilar and Vallejo 2008, p.49). If a consultant focuses on the client and asks relevant questions, then the client becomes confident in the ability of the consultant to solve problems (Kakabadse et al. 2006, p.67). Success depends on excellent communication and understanding between the consultant and the client.
Effective communication could be the gateway to an excellent client-consultant relationship. Whenever a client is giving detail of their situation, and the consultant is listening actively, it becomes easier to identify possible conflicts early enough (Canback 1999, p.54). Oonk mentions that the consultant should inform the client of any possible outcomes as soon as this stage of the process (2016, p.7). The reason why most consultation processes are ineffective is that the consultant fails to mention the possible outcomes. Failure to inform the client about both the positive and negative results is what makes the consumer lack trust in the dealer.
The success or failure of the consultation process also depends on the client’s full expression. (Aklan 2019, p.24) explains that while most literary texts focus on the consultant as the driver toward success or failure, the client also has a role to play. At the start of their relationship, both teams are supposed to be open to one another; they need to commit themselves by making clear interpretations to one another (Chelliah et al. 2008, p.4). The involvement of the client should concur with the consultant’s participation in the discussion (Gerwing 2016, p.29). When a client refuses to be open and exchange ideas with their consultant, they will not get the results that they require at the end (Qureshi 2013, p.112). Both parties are entitled to excellent communication skills for them to arrive at the most promising result.
The consultants influence the performance of the clients. Chelliah, Nikolova, and Davis state that the consultant can build the confidence of the client, and this will have a positive influence on solving the problem at hand (2008, p.4). One of the ways that a client’s confidence can develop is the willingness of the consultant to offer challenges as well as accepting a challenge (Chelliah et al. 2008, p.4). When the consultant provides this kind of mentality during the conversation, the client becomes at ease and easily expresses every detail that is essential (Oonk 2016, p.8). Consequently, the client can use this information to understand the client from a better perspective, developing trust. High trust levels are one of the fundamental blocks toward solving problems in management consultancy. Therefore, the consultants should use practical communication skills to boost the confidence of the clients.
Discovery and Dialogue
Devil’s Advocate
A consultant has to confront the client during the contracting phase. The consultant needs to be gain courage and inquire about aspects that the client may not feel comfortable. A skilled consultant will not be afraid to ask questions which the client does not feel satisfied with (Oonk 2016, p.27). Regardless of whether the client feels offended or not, the consultant should be on toes with the client, asking relevant questions that will contribute to effective decision-making (Oonk 2016, p.27). If the consultant is not able to confront the client, the consultancy process becomes useless.
Patience
An active management consultant is someone who listens to the whole story. Consultants have gone through a lot of meetings and thus gained a lot of experience. Based on the vast know-how they have, consultants may cut a long story short since they have already seen the problem (Oonk 2016, p.25). However, Oonk insists that in as much as the MC is intelligent enough to predict the statement of the client, they should take time to hear the full detail of the problem (2016, p.25). When the consultant rushes through the conversation, they are subject to miss important details, which makes it challenging to tackle the problem (Chelliah et al. 2008, p.25). Therefore, a patient MC is more valuable in solving problems as compared to an intelligent one.
Empathy
Another quality that a management consultant needs to have is empathy. The success of a management consultancy project (MCP) also depends on the emotions of the clients. A consultant communicates to clients directly and convinces them to follow an absolute path of action (Oonk 2016, p.25). Since this process involves human beings who are full of emotions, it becomes necessary to take control of these emotions to realize success (Kakabadse et al. 2006, p.14). If a client notices that the advisor is considering their feelings, then they become more convinced that the plan will be beneficial for them at the end (Oonk 2016, p.25). Conclusively, a useful advisor is one who can take control of the emotions of any client
Feedback and Decision to Act.
Practical Experience
Experience from the field is also an essential aspect of management consultancy. One of the reasons why this kind of exposure is necessary is because the consultant can apply the knowledge to solve issues (Canback 1999, p.9). Oonk states that a consultant who has solved a problem repeatedly is more reliable since they can apply the field knowledge (2016, p.30). Another reason why field exposure stands out is that the consultant can quickly tell whenever a problem comes up during the process (Clark and Fincham 2002). Consultants who have been on the job for a long time have gained more field experience and thus can solve problems in the business environment.
Reflection
Management consultants should be a person who can reflect. Oonk mentions that reflection one of the key traits for any consultant (2016, p.24). A consultant upon self-reflection can tell where they had gone wrong and make relevant corrections. For example, Oonk states that once an interviewee did not provide the reasons why they wanted to a job (2016, p.24). Later on, the individual took the time to reflect on the mistake and made appropriate corrections. Reflection also helps to determine whether the consultant is up to date or not (Gable 1996This indicates that the ability of individuals to reflect on their actions is a fundamental aspect of management consultancy.
Sector Knowledge
Consultants need to have a lot of information concerning the sector they are dealing with at that particular moment. When a consultant works on a specific industry for some time, they can gather more information concerning the area (Oonk 2016, p.30). One respondent argues that they collected enough experience to give better advice since they worked through different sectors. The organization itself can also provide a sufficient source of knowledge (Ciampi, 2010, p.89). The consultant can request the firm for these details, combine them with their expertise, and come up with a workable solution. Indeed, when the consultant can secure a lot of detail concerning a sector, then the company can adapt to changes in the business world.
Expert
A management consultant is an expert in the consultancy field. One of the reasons why companies hire consultants is because they are professionals (Oonk 2016, p.27). A consultant is like a doctor; they analyze situations in a way that is sure to provide a solution (Qureshi et al. 2013, p.110). Firms usually do not have the necessary techniques on how to tackle particular situations. Insufficient knowledge in a field is what leads them to seek someone who will provide the direction that is needed. Based on past experiences as well as professionalism, consultants can quickly identify the problem and offer the solution that the firm requires (Kakabadse et al. 2006, p.10). Therefore, management consultants are experts at what they do.
Engagement and Implementation
Division of Tasks
In a business setting, people have different duties. For the workers to work efficiently towards any set of ideas, the management consultant needs to divide each sector with the correct amount of responsibilities (Oonk 2016, p.28). The consultant designs the roles that everyone does to achieve the desired goals. The consultant is not the one who solves the problems by themselves. Instead, the employees need to understand the necessity of the goals and participate actively toward achieving the targets (Newton 2010). Therefore, a management consultant should divide tasks within every sector of the organization.
Goal-Oriented
The consultant must be able to define clearly whatever goals the project is aiming. During the process of consultancy, an efficient management consultant will take time to formulate targets for the project (Gebelein 1989). Individual goals help the consultant as well as the plan to work in a particular direction. Oonk explains that goals can be adjusted and readjusted during the project, and this is not a problem as long as the process is aiming towards a particular solution (2016, p.28Clearly, goals are what drives a consultancy project towards success.
Termination
Managing scope
Project management capabilities are an essential skill for a management consultant. There are distinctive aspects of a firm that develop as the firm also grows, such as budget and scope (Oonk 2016, p.28). Consequently, the consultant needs to take care of these aspects to maintain the harmony of the firm. A consultant should be in the position to determine whether the goals are achievable, given the amount of time and resources at hand (Kenton et al. 2004). Aklan further explains that working towards a plan without giving other factors consideration is the formula to failure (2019, p.26). When the advisor finds out that project goals cannot are unrealistic, they will adjust the factors in appropriate proportions.
Theoretical Knowledge
Knowledge about the methodology to use is also a sufficient skill for a consultant. Methodology, in this case, refers to the kinds of models as well as methods (Oonk 2016, p.30). Consultants interact with different types of projects based on client needs (Gerwing 2016, p.28). There is a vast number of models available, which in turn forces the consultant to choose which particular one to use. A model is necessary is because the organization can identify the source of the problem. Having a clear view of the problem can help verify whether the steps provided will lead to a solution (Meislin 1997). A skilled consultant, therefore, is someone who can create a methodology that works toward a particular solution.
Reporting
A consultant needs to be able to give feedback about what they have analyzed. Management consultancy is not only a matter of having meetings or discussions (McLachlin 1999). The client needs a workable solution to their issues afterward. The consultant can come up with a report which has a settlement concerning the problem and which can add value to the client (Oonk 2016, p.32). Giving a lot of paperwork for a report is not the way to go. Instead, the report should highlight the critical information so that the client is satisfied with the solution. Thus, the management consultant needs to provide tangible feedback to the client.
Execution phase
Problem Solving Ability
The ability to solve problems is a crucial competence among consultants. For advisors to be able to solve a particular problem, they must first be able to find out what is unique about the issue (Aklan 2019, p.25). Consultants assume that client situations are related to the previous works they have completed. However, this is the onset of failure because each situation is unique (Chelliah et al. 2008, p.6). For better results, the consultant should first identify the unique aspect of a case, combine it with experience (Chelliah et al. 2008, p.6). Therefore, a consultant should differentiate the problem from others to give the best results.
Technical Competence
Technical competence is an essential quality for any consultant. A consultant can use their professional expertise to challenge the client in a friendly manner while providing them with the necessary knowledge (Aguilar and Vallejo 2008, p.52). Technical expertise will help the consultant to provide the client with functional outcomes at the end of the project (Greiner and Ennsfellner 2010, p.9). Chelliah, Nikolova, and Davis argue that in the management consultancy field, there are different kinds of consultants (2008, p.5). It is upon the client to validate and select the best client for that particular task (Gerwing 2016, p.31). When the client feels that the expectations are fictitious, the process becomes a failure.
Conclusion
Management consultancy is a process with different levels, whereby each requires a consultant to have qualities and skills. The consultant works hand in hand with the client to devise a clear formula that, in the end, will fit the needs of the situation. From the onset of the consulting process until the end, the consultant utilizes various techniques such as excellent communication skills, technical experience, and setting of specific goals. The consultant needs to be patient when listening to the client to gather the right information as well as to identify the particular problem for that specific situation. An efficient management consultant is a person of different qualities and skills.
References
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