Designed to be flexible and interactive, this helpful guide includes self–assessments, tools, and models that translate a complex set of concepts and issues into practical knowledge that will help you hone your skills as a consultant to top–level leaders. Each chapter explores a dynamic element of the client–consultant relationship and draws from the real–life experiences of first–rate consultants and their clients to show you how to
- Build trust needed to get close to your clients
- Manifest the personal investment that is required to promote the needed confidence for large–scale change
- Demonstrate the courage needed to surface and address the tough issues inevitable during change
- Act as an advocate for the client, both at a personal and organizational level, to build a client′s long–term endurance for change
- Develop a deeply collaborative relationship, so that the client′s ownership of change is deepened
- Show the interpersonal agility needed to accelerate a client′s adoption of new ways of thinking and acting
Foreword to the Series.
Introduction to the Series.
Statement of the Board.
1. Why Change and Relationships Go Hand in Hand.
Leaders Drive Organization Change.
Consultants as Catalysts for Sustainable Change.
Building Relationship Intelligence (rQ).
Prerequisites to rQ.
A Unique Format for a Unique Topic.
2. The Heart of It All:Getting Close to Build Trust.
The Importance of Getting Close to Build Trust.
Ability to Set and Keep Boundaries.
Change Enablement: How Getting Close Buildsthe Necessary Trust for Clients to ExplorePersonal and Organizational Shortcomings.
3. Skin in the Game: Personal Investment.
Put Skin in the Game.
Connect Personal Aspirations to the Work.
Create Capable Clients by Avoiding Dependency.
Change Enablement: How Personal InvestmentBuilds a Sense of Confidence and Significance.
4. Confronting the Moose: Courage.
Have Confidence to Call the Tough Questions.
Hold the Client Accountable.
Provide Nonjudgmental Feedback.
Change Enablement: How Courage to Confront theMoose Builds a Leader s Openness to Tough News.
5. Someone in Your Corner: Advocacy.
Help Leaders Acknowledge and Explore Their Apprehension.
Provide Genuine Encouragement at Critical Crossroads.
Help Leaders Stay the Course During Implementation.
Help Clients Recognize When They HaveExhibited Highly Effective Behavior.
Change Enablement: How Advocacy Helps LeadersSee the Change Through.
6. One Plus One Equals Three: Combining CapabilitiesThrough Collaboration.
Understand Client Requirements.
Create a Shared View of Desired Outcomes.
Build Client Ownership Throughout the Engagement.
Build Client Capability Through Learning.
Design Work to Guarantee Synergy.
Discuss Expectations Regarding Working Relationships.
Change Enablement: How Combining CapabilitiesThrough Collaboration Builds MaximumClient Ownership and Commitment.
7. The Capacity to Influence:Interpersonal Agility.
Exceptional Listening Ability.
A Broad Range of Personal Styles.
A Light–Hearted Sense of Humor.
Dexterity with Different Methods of Communication.
Ability to Convert Experience to Relevant Wisdom.
Knowledge of How Your Clients Learn and Accept Help.
Change Enablement: How Interpersonal Agility Accelerates aClient s Adoption of New Ways of Thinking and Acting.
8. The Future of Client Relationships and Enterprise Change.
Globalization of the Business Community.
Complex Dynamics of Markets and Competitive Landscapes.
Pressure on Leaders to Deliver Results.
Growing Acceptance of Leaders Who Seek Help.
Appendix: rQ Self–Assessment Questionnair.
About the Authors.
About the Editors.
William A. Pasmore is a partner in Mercer Delta Organizational Consulting. He advises CEOs in the areas of organization design, senior team effectiveness, acquisition integration, strategy implementation, and managing large–scale change. He has published more than fifteen books and numerous articles on the topic of managing change and designing effective organizations.