Flawless Consulting, 4th Edition

CHAPTER 20The Structures of Engagement

ONE POWERFUL SERVICE OF THE CONSULTANT may be to raise clients' consciousness about the value of engagement in the discovery and implementation process. Engagement has power independent of the content of the recommendations. The most technical content or important business decision will not be acted on without a different interaction within the client system. If the quality of the interaction does not change, standards, measurement, or rewards will just be that and not lead to anything shifting. You can help leaders engage others in implementing decisions by following the same principles for building commitment that we explored in the process of contracting and discovery. To review briefly:

The contracting phase was based on:

• A deep understanding of the concerns underlying the presenting problem,
• The clear expression of wants in both directions,
• An exploration of concerns about control and vulnerability,
• Giving support, and
• Declaring what worked in this meeting.

The discovery phase emphasized:

• Treating each interaction as a learning event,
• Persistently asking what the client was doing to contribute to the problem, and
• Seeking language that gave clarity to reality without judging it.

Sustaining that same spirit when you are dealing with the client during implementation and action requires:

• Designing each gathering to strengthen connections,
• Balancing between presentation and participation,
• Supporting dissent and the public expression ...