This book shows internal human resources practitioners, internal consultants, and other internal change agents how to become highly effective and valued consultants to their companies. It provides pragmatic techniques from an experienced external consultant to be applied to internal consultants, thus enabling them to seek out opportunities to excel, advance their careers, and become integral assets in the turbulent organizational landscape.
Praise for Organizational Consulting
"Alan grasps the very essence of organizational consulting. It's not about foolish fads or mindless meetings, it's about relationships, trust and focusing on key issues with a sense of urgency that gets results. His principles and techniques are easy to understand and apply."
-Pam Farr
former senior vice president
Marriott Lodging, Marriott International, Inc.
"What first appeals about Organizational Consulting is the pragmatic, battle-tested advice. However, the real gem is the underlying ethic-a commitment to honesty, professionalism, and rigor-that will change how you feel about being an HR professional."
-David Creelman
Chief of Content & Research
HR. com
"A must-read for internal consultants-this book provides a clear road map for success."
-Marilyn Martiny
Total Customer Experience and Quality Manager
Hewlett-Packard
Inhaltsverzeichnis
Introduction.
PART I: THE ENVIRONMENT.
If It Walks Like A Duck: What Constitutes an Effective Internal Consultant?
Creating Peer Relationships: How to Be Perceived as a Credible Partner by Line Management.
Tools of the Trade: What You Must Possess to Avoid Being Thrown out the Door.
PART II: THE INTERACTIONS.
The Role of Conceptual Agreement: The Absolutely Best Way to Establish a Win/Win Project.
Formulating the Proposal: How to Ensure that You and the Buyer Meet Each Other's Expectations.
The Value Proposition: Why Every Client Knows What's Wanted but Not Necessarily What's Needed.
PART III: THE INTERVENTION.
The Pros and Cons of Living There: How to Maximize Strengths and Minimize Weaknesses.
The Politics of Terror: How to Reconcile Tough Issues without Being Drawn and Quartered.
Knowing When to Stop: How to Disengage, Give Credit, and (It's Allowed) Take Credit.
PART IV: THE AFTERMATH.
Assessing Value: How to Follow-Up and Leverage Your Success.
The Ethical Quandaries: When to Put Up, Shut Up, and Give Up.
More Suggested Rea dings.
Index.
About the Author.
