The Super Powers of Internal Consultants
In the mid 1990’s I was asked to take on a role that, quite unexpectedly, required me to be an ‘Internal Consultant’. This was all new to me. I had ‘observed’ what consultants did when they advised senior executives, but clearly, I was not one of them. I did not learn how to be an ‘Internal Consultant’. At first, it was trial and error.
Running operations, managing programs & projects, and participating in business and marketing strategies had been my jam. But nothing really prepared me to ‘advise’ Senior Executives and the C-suite. It turns out it was the best thing that could have happened.
Why? You might ask.
It set me on a path that, years later, enables me to work as a Management Consultant and Business Coach/Advisor to Boards, Executives and Managers in companies that see a future of possibilities.
People like you!
An Internal Consultant learns how to influence yet has no direct power to make changes or implement programs. That is tough.
A dozen years ago, I had the opportunity to reprise the role of Internal Consultant. During the five years inside this organization, I learned more about the challenges and demands of internal consultants. Their challenges are rarely visible to insiders and external parties.
The challenges persist today, and they are a major source of stress, burnout, resignations and project failures.
Internal Consultants take on a variety of roles. They are Sr. Project Managers, Quality Assurance Managers, HR Support Teams, Strategy Teams, Transformation Managers, and Marketing Managers, and more! These individuals must have strong management skills.
One Internal Consultant — Many hats
The ‘must have’ skills of an Internal Consultant:
- Effective communication — (written, verbal, listening and presentations)
- Critical thinking — (the powers of reasoning, observation and reflection)
- Change catalysts — (most common for internal consulting — driving change)
- Managing the Client — (commitment, resources, and contracting)
- Educator — (the ‘why’ and the ‘value’ — particularly in change management)
- Strategist — (setting out options, boundaries, and possibilities)
- Creativity — (lots of it — it’s in everyone — use it freely)
They wear many hats!
When a manager is asked to take on an Internal Consulting role, how are they upskilling in these seven important areas?
These Top 5 indicators will help management to identify where internal consulting skills could be strengthened. They include:
- Challenges in dealing with resistance to changes
- Avoiding difficult situations
- Serving two masters who may be in conflict
- Less aware of new ideas or require broader business perspectives
- Taking an objective position– unable to separate from organizational culture and politics
Consider these two questions . . .
- How will you be sure your internal consultants have the skills or the tools that give them the confidence to take on some of your most challenging initiatives and projects?
- How can your internal consultants generate the value companies pay the big bucks for when they hire external consultants?
These are not skills that can be learned by reading a book, taking a 3-day course or an online program. They are not taught in university, and they don’t come as part of a Master’s Degree in anything.
Whether you are looking for a trainer, a facilitator, a coach or a mentor to raise the bar on your consulting skills — we’re here for you.
Find out about our new certification program. InfoDesk@uvidi.ca
