What I didn’t learn from a book

1. What I didn’t learn from a book Thoughts for AIMC conference attendees Bryan Daggett Managing Consultant - DuPont

2. Books that taught me the most about consulting • The Goal – Goldratt • Flawless Consulting – Peter Block • Improving Performance (Managing the White Space) – Rummler & Brache • Managing the Professional Service Firm - Maister

3. Why my learnings might have relevance for you • DuPont has had a large ICG for more than 10 years • $ 20M /yr. • Global, 100+ consultants at times • Bring insight, real world experience • Multi – practice: Business Strategy, General Management, Marketing & Sales, Innovation, Seminars • Open market, compete for business consulting firm • Internal consultant for 15 of my 24 years in business • Marketing & Sales Effectiveness instructor • Supply Chain consultant • Management consultant • Organizational capability consultant • Executive coach • COO of an internal consulting business • AIMC has been a place to learn and to share what you learn with others

4. What we’ll talk about this morning • Work is logical, people are psychological • Dangers of being a “well run” ICG • Dancing with clients – giving them what they want and providing what you think they really need

5. Work is logical, people are psychological • Left brain organizes things in linear ways • Flow charts, GANT charts • Work plans, templates • Full brain adds perspectives and questions • Who are you, why are you • Is your approach OK with me • Should I trust you, appease you, or avoid you • What’s the focus and motivation of the stakeholders to your project ? • What are they hoping happens (achieve, connect, influence) • Why is the outcome good for them

6. Work is logical, people are psychological • What’s their outlook on things and how rooted is that ? • Do they do for the common good and hope it’s good for them • Are they generally nervous, spending a lot of energy to gauge the winds • Are they usually suspicious assuming other manipulate the situation for personal gain (because that’s what they do) • What’s been the key trends, events for them in the last year, as those recent consequences may dominate their perspectives • So – what to do with this psychological perspective ? • See the whole, you will know the course to take (“Be the ball”) • Focus on the client, Earn the right to advance, Persuade through involvement • My Story of failure: Giving a report card

7. Dangers of being a well run Internal Consulting Group • What’s well run • Consistent processes, dependable results • Quality controls, Balanced scorecards • Harmony – strategy, systems, processes, people aligned • Who did you recruit • Effective “Frustrated Change Agents” • People with insight, quick studies, “amazing results” • Performed without being led • Why did they join & stay • Achieve without the hassles of power • Finally felt a connection – at home • Applauded for knowing how to play without music • My failure story: Losing the jazz player

8. Dancing with Clients – what they ask for & what you think you should give them • What’s the presenting issue and scope of work • Where’d that come from • Why do they think the issue developed in a way their organization needed help • Starting the dance – to their music • If you don’t meet them where you are, will they dance with someone else • Move in a little closer, to whisper in their ear • Are you beginning to earn “trusted advisor” status • Changing the song, then the tempo, then the type of music • Encouraging them to dance with others so that you can too • When clients seek you out because they enjoy dancing with you, not because they “hear that song again” • Executive coach • Your failure story ????