Managerial Consulting: A Practical Guide (2nd edition)

Citation

Mann, S. (2001), "Managerial Consulting: A Practical Guide (2nd edition)", Leadership & Organization Development Journal, Vol. 22 No. 5, pp. 249-252. https://doi.org/10.1108/lodj.2001.22.5.249.2

“The Earth still goes round the Sun …. There are still 24 hours in each day … but often it no longer feels that way.” This reflection on the nature of change has to be one of my favourite openings to a book since it really captures the feel‐ing that “life just ain’t what it usedto be”. The rapid rate of change means thatthe consulting and advisory role in organisations is more important today that it has ever been.As the author puts it in his preface, “the speed and complexity of the modern organization demands that people specialize and offer advice based on their knowledge and experience; the modern organisation depends as much on the professional advisers as it does on its managers or other staff”.

The book is aimed at all consultants, whether they be managers acting as advisers, or consultants external to the organisation. The focus is on the processes that can be introduced to facilitate organisational improvement – the main task of the managerial consultant adviser. The text is divided into five logical parts, each (except the final part) made up of fourchapters. Part 1 deals with the purposes and processes of consulting (why managerial consulting is important, how to identify the main consulting steps, key processes, etc.), Part 2 with personal and interpersonal consulting skills (such as how to gain permission and territory and how to raise energy levels), Part 3 with principles, plans and models, Part 4 with politics and pressures (including factors influencing failure and success) and Part 5 deals with new developments in consulting (action learning and consulting on the Web). It is Part 5 that is essentially what is added to the new edition and I couldn’t help feel that readers of the first edition would feel a little short‐changed by the paucity of additions to this later edition. However, if you do not already own a first edition, there is plenty within the text that would prove your buy to be a very worthwhile investment.

Two sections of the book stand out as particular highlights for me. The first is in Part 1 and refers to dealing with so‐called “Clayton’s contracts”; Clayton’s was a drinks company that produced a non‐alcoholic drink that was marketed with the advertising slogan “the drink you have when you’re not having a drink”. The slogan led to other spin‐offs like “the negotiations you have when you’re not negotiating” or the “work you do when you’re not working”. Clayton’s contracts then involves the consultancy that so many of us find we are doing without actually having a contract. This really struck a chord with me since I think it is so common to be “consulted” on an informal basis, or to put a big time investment into bidding for a contract – in effect, offering advice without getting paid. The author offers tips on how to deal with these situations (including the option of charging theclient from the first preliminary meeting – only for the brave or very successful!).

Another highlight for me is in Part 3 which discusses the various role models that the consultancy process can take. These include the doctor model (where the assumption is that the client has some illness which must be cured), the detective model (which assumes that something is wrong and there is a need to find the person or people responsible so that they can be either changed or removed), the sales model (where the consultant has a product or a service which would be appropriate in helping solve the client’s problem) and the travel agent model (in which the consultant assumes that the client is on a journey and it is their job to work out the best means to enable them to reach their destination). Working out your own preferred role model (and changing it if necessary) should really help fine‐tune the consultancy process.

Overall, I felt that Managerial Consulting Skills was a readable and sensible text, peppered with real‐life examples and workable tips. I did feel it would benefit the novice consultant or adviser more than the experienced one, and perhaps the external consultant more than the internal one.