We cannot rule out the role of experience in the execution of projects – it minimizes errors and waste of time. It serves as a vital resource that helps one navigate similar or seemingly similar territories. That said, it is important to point out that it depends on the quality of the experience in question. How deep and broad is the experience? This necessarily is not about the years of experience but the richness of the engagements had. As mentioned in a previous article, it really does not take much to have lengthy experience given the fact that a host of factors besides competence could keep one on a job. So, the breadth and depth of experience matters more. If this comes with length, splendid!
Many a time, it is assumed that all it takes to consult is lengthy experience in a given field. I agree but on the condition that the experience (which is deep and broad) thoroughly equips one with the requisite tools to consult. If this experience is short in depth and breadth but long in length then it is best complemented with a few other qualities. These qualities (i.e. capacities) would make the difference. Being a professional in industrial-organizational psychology and human resource management, this piece will be restricted to organizational matters.
The capacity for research is central to consulting.
No two organizations are exactly the same hence the need to treat each organization uniquely. When presented with organizational challenges, it is normal to rely on experience(s) to serve as a guide in addressing those challenges however it is expected for one to go a step further to do some research to ascertaining the underlying issues from different people who are representative of the categories directly (and indirectly) connected to the issue at hand. Research ranges from simple to complex. Sometimes, all it takes is a simple interview of selected individuals within (and perhaps outside the organization). Other times, it might require iterations between theories (guiding the research) and data being obtained in the course of engaging key individuals who ought to be representative.
Research transcends methods for collecting data and statistical tools for analyzing them. A proper understanding of the rationale behind the use of these methods and statistical tools makes a huge difference — mere possession of data is different from possession of the right data. Keep in mind that meticulously analyzing the wrong data does not make it right. The capacity for quality research is very key because it enhances the process of obtaining the right information which in turn guarantees quality solution(s) to organizational problems.
Also, the capacity for insight and balanced judgement cannot be dismissed. Given the nature of organizations, one cannot fully address inherent problems if one does not possess the capacity to see beyond the surface. There is need for a profound understanding of prevailing issues. Beneath the issues evident to everyone are usually deeper issues that only one with insight can unravel. Those deeper issues are the reasons why consultants are highly sought. The need for balance is key too. Upon understanding the real issues, it is important to maintain balance in analyses and judgements reached. Sentiments should not dictate the process(es) and outcome(s) because of the far-reaching consequences.
Furthermore, it is important to possess a capacity for strategic thinking. The capacity to see and always be mindful of how consultancy impacts the overall performance of organizations is indispensable. This means it is important to think each step of the way how each decision and action to be taken would impact the organization. How strategic are options before me? Which would yield a more positive impact? It is crucial to emphasize that strategic thinking also entails industrial considerations — would this action lead to not just better performance within the organization but better performance in the industry the organization plays in. Thinking in terms of cost-benefit is also strategic.
In addition to the aforementioned, I need to say that the capacity for teamwork is very essential. As a consultant on organizational matters, you cannot ride solo. You need to work with others. Departmental heads, line managers, employees have a better grasp of their organizations better than you do hence you need them as you navigate through with a view to understanding what the deeper issues are. Engagements should be both formal and informal. The essence of informal engagements is to build rapport which is very essential to understanding underlying issues. It takes time to trust and open up to another — if this process is forced and artificial, the probability of obtaining inaccurate information becomes higher. Like I hinted earlier, the goal is not to simply possess data rather to possess accurate data. Can they trust you with the sensitive information you seek?
Lest I forget, remember that as you consult studies on successful organizations (in more advanced countries), you need to keep in mind that culture is a distinguishing factor. Culture plays a role in the way businesses are done the world over hence the need to consider best fit over best practice. This is not to promote mediocrity rather it is to guarantee feasibility. Standards can still be pursued while promoting best fit.
Consulting for organizations is noble because it is aimed at improvement of organizational performance. That said, we must not lose sight of the fact that it transcends mere possession of work experience — being exceptional as a consultant entails quality experience as well as some other capacities which may or may not be acquired from experience on a job or jobs.
Jude Adigwe
