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This is a chapter about the soft skills consultants use during engagements the people-oriented stuff that usually makes the difference between a consulting firm that s a daily grind, and one that draws dedicated people together, welds them into an interdependent community of people who enjoy each other s company, and keeps them focused on a common vision of success Most business literature on excellent or high-performing companies candidly admits that people productivity motivators are pure corn, or schmaltzy But there is no substitute for emotion, affection, praise, reinforcement, and other things that get beneath the cool and detached technical exterior and stir the soul So do it It s important Be a consultant who builds teams; a project or team leader who is as interested in the people on the team as in what they are doing with their skills; an owner who is after the best people and is also someone to whom they gravitate because everyone knows there is no more stimulating and rewarding environment in the business Read the literature on what it takes to attract and motivate talented, creative, educated people It s not easy, but as Napoleon Hill said, The greatest secret of success is: there s no secret
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unning an IT consulting practice that not only survives, but also thrives over time requires significant leadership and dedication from all levels of the organization The need for flexibility and adaptability can also be added to this list Consulting organizations must periodically revisit their business vision and goals, core values, and the reason they exist to ensure that what they are practicing is in alignment with these beliefs Most consulting organizations find themselves going through a sort of evolution of their practice, with the changing demands of the marketplace, employees, clients, and competitors Consequently, you don t have to be a startup to benefit from applying these principles With a rapidly changing business and technology climate, organizations must be prepared to adapt quickly and effectively to fulfill their business vision and goals It is never too late to start thinking about reviewing and revising your corporate strategy In fact, it is becoming a requirement to do so every six months or so This process essentially consists of answering these three questions: 1 Where do we want to go (vision) 2 Where are we today (assessment) 3 How do we get there (road map) The first two of these can sometimes be evaluated in parallel or reversed For example, you might not be able to define a vision or goals that are realistic unless you understand your current situation
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High-Value IT Consulting: 12 Keys to a Thriving Practice
What Are Your Business Vision and Goals
To define your vision, ask yourself why you are in business and where you want to be after a certain amount of time What do you want your business to become in 1 year 2 years 5 years 20 years 100 years Is there an exit strategy Many IT professionals open consulting practices to earn a living, employ some other people, and perhaps save a little bit of money for retirement Others set up a business to become the next multibillion-dollar IT success story perhaps the next Oracle, Microsoft, eBay, or Yahoo There are lots of other reasons in between and beside these Regardless of what you want to accomplish, you need leadership and planning to get there You might want to seek outside assistance in building a board of governors, a board of directors, or a strategic advisory board to help define and manage the organization in this or other areas
Mission Statement
In some quarters, corporate mission statements have lost their luster and urgency since the early 1990s when they were all the rage However, there is still a place for them in the current corporate environment The CEO should own the process of selecting a meaningful mission statement that focuses the organization around the corporate vision We recommend a one- or two-sentence statement of an objective, using a strong verb, and containing a challenge to the organization For example, one format for a mission statement is as follows: [We] are committed to [what] to help [who] to [accomplishment] [remaining qualifications] You can start the process by filling in the parameters in the brackets For a niche consulting company that specializes in CRM, this statement could become [CRM Associates] is committed to [using CRM Solutions] to help [our large enterprise clients] to [create strong customer loyalty] [in their top accounts] Dropping the square brackets leaves a first draft mission statement that an organization can validate and enhance with the help of employees:
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