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So what exactly do we mean when we say we "develop a robust legacy"? Is this just dodgy consultancy speak? And if you don't really know what we mean by it then how do you know if you will value it or if we've delivered what we say we will? Well, no, it isn't one of those vague promises that you usually get from consultants.
One of the main things a consulting company should focus on is a fully capable internal management team to support and move the business forward long after we have left. It should leave you with a restructured, re-energised team that is fully able to make sound decisions, who clearly understand their roles, responsibilities and boundaries. This can be done by working closely with them to fully understand their skill set and areas of expertise, identifying what additional knowledge and skills they will need and then ensuring they gain these during the development and implementation stage of the project. Yes, but how is it actually done, this you may be asking? Well, first of all, the consultant should clearly identify the scope of each individual and the overall team by defining their boundaries. Then the company should be let alone for them figure out how to develop and implement these decisions.
This is a coaching approach, central to good leadership, which decentralises the substantial complex business risks involved in leading change management. Risks are mitigated by decentralising ownership, improving decision-making and ultimately transferring capability, from your interim management partner to your team. And there are some very simple but effective guides to adopting this approach:
- Do not interrupt even when peers stop for thought, actively look forward to what they say next
Have the courage and respect for the individual to respect their intelligence-they can figure out the how themselves.
- Treat each other as thinking peers, give each person uninterrupted time to speak
Use incisive questions, and in reviews let everyone speak without interruption before an open discussion.
This is a tough process. When adopted for the first time, the team will be confused; your team are very likely not used to taking this degree of ownership themselves, figuring out the how and making decisions (within the boundaries set). When they get through this stage the results are simply astounding; this respectful approach produces teams that create outstanding results, ownership and the best thinking in less time.
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