“As a consultant, I noticed my presence would lead people to surface problems they had long learned to live with.
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“As a consultant, I noticed my presence would lead people to surface problems they had long learned to live with.
They now had renewed optimism because they knew it was a chance to finally address significant long-term issues.
I think most companies have problems that are worth solving, but they don't because people have got used to them and established workarounds.”
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R [email protected] shared this topic
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@RuthMalan @nick_tune that's definitely true. What's also true is that some people in psychologically unsafe environments will use it as a safer way to express concerns that they dare not voice loudly.
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Eleanor Saittareplied to Peter Toft Jølving last edited by
@joelving
One of the things I've often ended up doing as a consultant is telling organizations things they already know in a way that they're capable of listening to. This is generally stuff folks doing the work have been telling them, but who the execs refused to hear, and sometimes it's stuff that folks doing the work haven't said, because it definitely wasn't safe — but as an outsider I can say these things.
@RuthMalan @nick_tune -
@dymaxion @RuthMalan @joelving @nick_tune I’ve done this a lot as well. There’s usually someone who knows exactly what’s wrong and how to fix it but they are buried too deep in the org and don’t have the credibility to be heard or lead the change. As an outsider consultant, asking good questions is the setup, finding the internal person who has the answers is the end game.
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@adrianco @dymaxion @RuthMalan @joelving @nick_tune Put another way (from my years in consulting) a lot of what you do is find the foot soldier who knows and polish up their message for management consumption, management believes you because you’re an expensive consultant not a foot soldier.
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S [email protected] shared this topic
