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But... it’s not your shared idea. It’s their idea, and the company didn’t have a process in place to let them present it except through your consulting engagem

But... it’s not your shared idea. It’s their idea, and the company didn’t have a process in place to let them present it except through your consulting engagement. Sure, if it’s a good outcome for the employee to work with you to get things implemented fine, but it still stings a bit that someone from the outside was trusted more than an invested employee before any traction occurred. See also: “let’s hire a consulting firm to recommend an operating model to us.” (Often before we’ve asked our own employees)

mjparrott 7y ago
Large firms do have the ability to offer ideas from a different perspective. Their value isn’t 0 for ability to give new ideas.
luma 7y ago
I don't control the situation I've walked into and the events preceding, but I can control the outcomes. I'm not there to take credit for other people's work, but if management isn't on board with their ideas, I can oftentimes help to frame the message so it will be better received. If the "rank and file" is willing to work with me, I'm going to bend over backwards to make sure they have a seat at the table and that their existing work is recognized. I get paid either way so there's no point in trying to take all the credit. I understand that, as the employee whose ideas have gone unheard, this whole situation may be perceived as a ridiculous waste of time and money. Sometimes it actually is. It might be management's own inability to discern good ideas from bad, a poor understanding of the business or technology problems they face, the solutions available on the market, or lack of trust in their own staff. More often it's simply managers looking for a broader perspective from an outsider who has engaged other organizations with similar business and technology problems. I start with the understanding that they're sincerely looking to do the right thing until they give me reason to believe otherwise.
- btown 7y ago
  This is a really refreshing and inspiring approach, and it speaks to the importance of "tactically deployed empathy." You're one of the good ones :) Do you have any recommendations on resources/articles/books, either for "rank and file" trying to ensure their messages are framed well, or for consultants or others who find themselves in situations helping ideas to cut through the noise? I'll share one that I've found incredibly helpful in the past: "Never Split The Difference" by Chris Voss https://www.amazon.com/dp/B014DUR7L2/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 https://www.amazon.com/dp/B014DUR7L2/ref=dp-kindle-redirect?...
- sailfast 7y ago
  I understand why you’re there, and I’m with you having worked as a consultant in this role a number of places. Once you’re in the seat there’s a way to do it right. The OP’s point about morale impact,however, still stands regardless of a consultant’s intentions, I think. Further, the fact that shorter engagement consultants will not really understand your org even with outside experience which is hugely exasperating for “human capital”, “change management” or “just do X” IT improvement decks. So many organizations go straight to the outside instead of trying to establish some healthy internal dialog around improvement. To me this is an anti-pattern, and happens to be hugely profitable for consultancies.
- Aeolun 7y ago
  I think it’s much more often managers trusting the advice that they paid $3 million for more than the advice that they’re paying $100k/year for. It doesn’t matter that the $3M advice is given by someone barely more than an undergraduate. McKinsey wouldn’t still be a company if they fucked people over like that would they? (hint: They would)
slowhand09 7y ago
My boss' (we were internal consultants) mantra was "we can accomplish anything if we don't get hung up on who gets the credit". She is one of the best I worked for.

mjparrott 7y ago

Large firms do have the ability to offer ideas from a different perspective. Their value isn’t 0 for ability to give new ideas.

luma 7y ago

I don't control the situation I've walked into and the events preceding, but I can control the outcomes. I'm not there to take credit for other people's work, but if management isn't on board with their ideas, I can oftentimes help to frame the message so it will be better received. If the "rank and file" is willing to work with me, I'm going to bend over backwards to make sure they have a seat at the table and that their existing work is recognized. I get paid either way so there's no point in trying to take all the credit. I understand that, as the employee whose ideas have gone unheard, this whole situation may be perceived as a ridiculous waste of time and money. Sometimes it actually is. It might be management's own inability to discern good ideas from bad, a poor understanding of the business or technology problems they face, the solutions available on the market, or lack of trust in their own staff. More often it's simply managers looking for a broader perspective from an outsider who has engaged other organizations with similar business and technology problems. I start with the understanding that they're sincerely looking to do the right thing until they give me reason to believe otherwise.

btown 7y ago
This is a really refreshing and inspiring approach, and it speaks to the importance of "tactically deployed empathy." You're one of the good ones :) Do you have any recommendations on resources/articles/books, either for "rank and file" trying to ensure their messages are framed well, or for consultants or others who find themselves in situations helping ideas to cut through the noise? I'll share one that I've found incredibly helpful in the past: "Never Split The Difference" by Chris Voss https://www.amazon.com/dp/B014DUR7L2/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 https://www.amazon.com/dp/B014DUR7L2/ref=dp-kindle-redirect?...
sailfast 7y ago
I understand why you’re there, and I’m with you having worked as a consultant in this role a number of places. Once you’re in the seat there’s a way to do it right. The OP’s point about morale impact,however, still stands regardless of a consultant’s intentions, I think. Further, the fact that shorter engagement consultants will not really understand your org even with outside experience which is hugely exasperating for “human capital”, “change management” or “just do X” IT improvement decks. So many organizations go straight to the outside instead of trying to establish some healthy internal dialog around improvement. To me this is an anti-pattern, and happens to be hugely profitable for consultancies.
Aeolun 7y ago
I think it’s much more often managers trusting the advice that they paid $3 million for more than the advice that they’re paying $100k/year for. It doesn’t matter that the $3M advice is given by someone barely more than an undergraduate. McKinsey wouldn’t still be a company if they fucked people over like that would they? (hint: They would)

slowhand09 7y ago

My boss' (we were internal consultants) mantra was "we can accomplish anything if we don't get hung up on who gets the credit". She is one of the best I worked for.