What are some of the habits of successful counselors

3 habits of successful consultants that managers should follow as an example

The English writer and philosopher GK Chesterton sums up the importance of identifying the right problem: “It's not that you can't find the solutions. It's that they can't see the problem. " Or, as someone else said, "A well-formulated problem is a half-solved problem". And of course there is management guru Peter Drucker and his ironic remark: "Nothing is as pointless as doing something with great efficiency that you shouldn't do at all."

The most important advisor skill is here Framing. This is the process of describing and explaining a problem in order to arrive at a "Problem Statement". This includes making it clear what the problem is you are trying to solve, its scope, the impact on the organization, and the consequences of leaving it unresolved. A description of the result that is required is also crucial.

It's harder than it sounds. Management consultants are often called in, not because they are smarter or more creative, but because they tend to question the problem definition more than insiders. They also tend to the problem "to re-frame”And question it. The way a problem is defined has a huge impact on the solutions that can be considered.

Car racing is an interesting example. Design teams were trying to figure out how to design the car that would win the Le Mans 24 Hours. Most of the teams decided that the main problem was "How to build the fastest car". Audi changed the question: “How can we win Le Mans if our car is not the fastest?” their solution was not “the fastest car” but “a fuel efficient car” because that would require fewer pit stops. They won the race four years in a row.

How much time it takes to correctly identify the problem depends on the materiality of the problem. In general, however, organizations don't give this process enough time and instead believe the fallacy that the sooner a project is started, the faster the problem can be resolved. Too often, the first attempt to define the problem is describing the symptoms, not the root cause. And the solution then solves the “apparent problem” but not the meaningful problem.