In the previous chapter, we focused on the options you have to define your role as an internal consultant. Related to your role is your practice. Early in their careers, many internal consultants don’t think of themselves as having a practice. They are employees with a job description, assigned responsibilities, and little perceived freedom or flexibility to maneuver outside the boundaries of that description and set of responsibilities. In this chapter, we will offer an alternative view: You can, as an internal consultant, build a practice that best uses your strengths and makes the greatest possible contribution to your organization. The next two sidebars include descriptions of how two internal consultants ...

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