Mastering the Hidden Skills of

Consulting and Coaching Success

"The only limits, as always, are those of vision."

Eleanor Roosevelt

"Attitude exceeds smarts in a do or die world."

In consulting and coaching, attitude counts. As Dr. Mark Brenner puts it, "I can is more powerful than I.Q. or I Know." As the framework for success, "I can" and "I do" are powerful affirmations of confidence; they ignite motivation and spark action. On the other hand, experience reveals that cognitive horsepower or knowledge, the "IQ and I Know" of learning, can often become counterproductive and may not advance an acceptable solution.

But consultants and coaches have to know what they are doing! If one is sufficiently motivated to accomplish something, one will learn how to do it and then do it. The greater the motivation, the greater the expectation of success.

"In Maximizing your commitmentand determination to achieve your self-set goals, use every motivation and behavioral change technique you can find if necessary. But never quit!"

In becoming a consulting or coaching specialist(those who teach other consultants or coaches to become consultants or coaches), refine your active listening skills, learn how to ask appropriate diagnostic questions, monitor counter-transference, develop abundant patience, learn to think causally, become facilitators of change, and understand and address non-rational behavior in oneself and others. Set deeper objectives of personal professionalism. For example, find deeper meaning in everything around you, learn to seek growth and self-actualization, achieve greater satisfaction and balance, build your self-esteem and feelings of mastery. Learn to manage conflict as a positive experience and even as a transformative process. Above all, engage your own Motivation Design Process, or MDP.

"A Special Syngery emerges from the right blend

of knowledge and motivation!"

Consulting and coaching specialists make a difference in leadership development, organization design, cultural transformation, and performance management. They groom people of high potential, identify reservoirs of people talent and channel this talent into and through career-tracking and success planning. Consultants and coaches minimize mismatches between goals of individuals and companies, build an individual’s self-awareness and his or her understanding of their own strengths and developmental weaknesses, create leaders everywhere in the organization, and train others to be effective mentors, coaches, and facilitators.

Consulting and coaching specialists enable others to become more proactive about self-development and self-actualization and pursue self-discovery as one of the motivational drivers for goal achievement. They enable others to have more control over their career development, build a partnership with employers, and find more varied and effective paths to personal satisfaction through work. They also understand how to capitalize on the critical stage of adult development and enable others to better manage change, take risks, handle ambiguity, show interpersonal finesse, collaborate, build partnerships and teams. The consulting and coaching specialist supports the emerging "The Manager as Developer Model". Unlike the Heroic Manager Model which advocates a command and control hierarchical chain of command, this Model requires a management approach that seeks empowerment of the individual and encourages more interpersonally intensive and collaborative relationships. This emergent change in management style requires a response from consultants and coaches that open new territory in design.

We designed this coaching skills program to guide the transformation from consultant and coach to consulting and coaching specialist. We clarify the impacts of consulting and coaching on team success and provide an innovative framework for consulting and coaching in delivering projects. We review consulting and coaching from the psychological perspective as a dynamic process enabled by emerging management thinking and group practice. We progress from core competencies and critical success factors to client bonding and identify the factors to build trust and confidence with clients through optimum results. We assess the fundamentals of high-impact consulting as an action lever for reducing unnecessary project conflicts, closing responsibility gaps, enhancing team performance, and improving profitability of the consulting or coaching solution. We explore the hidden roadblocks of ethics and standards and address the organization and psychological issues that negatively impact team work in the organization environment.

Objectives

The defining objective is to develop specialists in consulting and coaching who go the extra mile in building internal client relationship to solve pressing problems, given the constraints of culture, problem history, complexity, cost of solution, technology, time, expectations, organization resistance, and management under-conceptualizations. 

  • Identify and Design a Model for Effective Consulting and Coaching;
  • Clarify and Deliver the Expectations of Clients;
  • Identify and Master the Consulting and Coaching Core Competencies;
  • Build a Lasting Bond with Your Client;
  • Explore Important Performance Models;
  • Develop Strategies for Cioaching & consulting Success;
  • Master the fundamentals of High-Impact Coaching & Consulting;
  • Develop a Map of Consulting and Coaching Success, and
  • Establish a Professional Code of Ethical Conduct;

  You Will Enhance Your Ability To

  • Become an Exceptional Coach and Consultant;
  • Form Exceptional Client relationships to Achieve The Highest Level of Performance Attainable, and
  • Develop Powerful Consulting and Coaching Socialization Techniques.

For

  • Executives and Managers Responsible for Consulting and Coaching Support;
  • Individuals Interested in Becoming Consultants and Coaches;
  • Experienced Consultants and Coaches Wishing to Enhance and RefineProfessional Skills, and Increase Knowledge, Proficiency, and Competence;
  • Clients Interested in Learning about the Characteristics of Consulting and Coaching Processes;
  • Project Managers Using Consultants and Coaches to Improve Organization/Project Performance, and
  • Human Resources Professionals Responsible for Selecting, Developing, and Retaining Key Human Resources.