Eight Practical Skills Of Enterprise Management Consulting

Haier has a famous saying: "customers are God".

To some extent, this sentence tells the secret of its success.

Similarly, for the management consulting industry, customers are more important.

Moreover, this importance is reflected not only in values and ideas, but also in the whole process of management consultation, embodied in concrete actions.

Because of this, to do a good job in management consulting work, the first thing is to have a deep understanding of all aspects of the customer.

First, profound understanding and understanding

According to my consulting experience, I think the most important thing is to have a deep understanding of the following aspects of the customer:

First, we must have a deep understanding of the true thoughts of business owners.

This includes a deep understanding of the boss's views on management consulting, the views of consultants, understanding the real needs of the boss, finding out what he really wants, and understanding the boss's background, way of thinking, behavior and working characteristics.

Second, we must have a deep understanding of the customer's industry characteristics.

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Third, we must have a deep understanding of customer's product characteristics and technology.

This is often the result of many young consultants.

Therefore, how to develop their own advantages in a certain industry and professional field and form their own characteristics and core competitiveness will be the career path of management consultants.

With the development of society, fewer consultants will be able to provide a variety of services to multiple customers. Instead, the consulting industry will gradually differentiate into industries and specializes in specialization.

Fourth, we must have a deep understanding of the human resources situation of the customer enterprises.

It is the boss that requires the consultant and the enterprise to complete the pformation of the enterprise. The requirement is that the consultant and the enterprise team together will turn the train of thought and the solution into reality. This means that the consultant should be involved in the operation and management of the enterprises to some extent.

Since you have to participate in management, you do not understand the customer's human resources, you do not understand the characteristics of the top cadres in the enterprise, then you can hardly promote the management consulting work in the development and landing of the enterprise.

At present, many enterprises have poor executive power. If the consultant does not know this deeply, then all the ideas and solutions you provide will be wasted.

Fifth, pay attention to the financial situation of customers.

At this point, many consultants may feel disapproved.

But my consulting experience tells me that without paying close attention to the financial condition of the client, it is likely that the early efforts will be difficult to achieve real results because of financial problems.

In other words, for customers, if there is a financial problem, his enthusiasm and devotion to management consultation will be greatly reduced. By that time, consultants will be in a very awkward position.

Two. Establish mutual trust with the client's boss and form a certain degree of tacit understanding.

What we mentioned before is a deep understanding of customers, but it is difficult to make management consultation work smoothly and effectively.

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Consultants know that many of the content of consulting is difficult to do in enterprises. The key is that consultants and bosses are not on the same track.

As a result, the consultant always complained that the boss did not follow the consultant's advice or the company failed to cooperate well, resulting in poor counselling. On the other hand, the boss complained that the consultant did not know the actual situation of the company.

Therefore, apart from your knowledge, experience and talents, friendship with customers will play an important role in the work of consultants.

Without this, the effect of management consultation will be greatly reduced and even difficult.

However, it is difficult to establish this point, and not every customer can become your friend. You can establish better mutual trust and form a tacit understanding.

Because, apart from the personal efforts of the consultant, there are still some unpredictable factors.

As far as my experience is concerned, I think the following three points are important:

1, consultants should first realize the importance of friendship in management consulting work, and consciously create such an atmosphere.

2, consultants should, according to different bosses, communicate in different ways, so long as they find the right way of communication, the emotional foundation will be established.

The project of "never talk" with customers is doomed to failure.

3, every customer is different, it is difficult for us to adapt to everyone, but it is very important that the consultant first show your sincerity.

Of course, no matter how hard you try, there are some customers who are doomed to fail to communicate. This is why the good consultants also have failed projects.

These cooperation is doomed to be painful.

For this kind of project, do not complain about the customers, nor do they reluctantly go on. This is not the fault of anyone. This is the choice between the two sides.

Three, in-depth implementation of consultation and diagnosis, compiling a consultation report on flesh and blood.

Every consultant knows that diagnosis is the first step in management consulting.

The performance of the first step determines the effect of management consultation.

How to make a more professional and effective diagnosis is the first step.

In my opinion, the following five tasks should be paid attention to in doing diagnostic work.

1, the preparatory stage of diagnostic work is very important.

Without adequate preparation, it will not clear the train of thought when it comes to diagnosing the customer hastily. Secondly, it will stay on the surface, and it will be lack of systematization, and four may miss important problems.

So what are the preparations?

First of all, we should collect as much information and information as possible, so that we can have a more objective and scientific understanding of the industry.

Second, we should try to understand some basic conditions of enterprises through some ways, such as the characteristics of middle-level cadres in enterprises.

Third, we should clarify the general idea and steps of diagnosis, and it is better to form a written diagnostic plan.

Fourth, prepare the tools for diagnosis.

Fifthly, we should warn clients to make relevant preparations beforehand.

2, the diagnostic methods should be diversified.

Many consultants believe that personal experience is very rich. Through on-site observation and inquiry methods, we can understand the status and characteristics of enterprises well.

However, in fact, relying solely on on-site observation and questioning is easy to miss important problems and are easily confused by superficial phenomena.

Therefore, I think the consultant should form a standardized diagnosis method, and make the diagnosis method diversified, for example, the corresponding questionnaire can be designed.

3, we must pay attention to the collection and analysis of financial data.

Now many bosses are not satisfied with the consultant only providing some qualitative diagnostic analysis reports on the current situation of enterprises, but more importantly, they analyze the data from the perspective of data.

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In fact, data can better reflect the actual situation of an enterprise's operation, and some qualitative things can only serve as the basis and reference for verification.

4, the diagnosis should not stay on the surface phenomenon, we must grasp the core issues.

Most of the consultants can find many problems for the diagnosis of enterprises, but many bosses will still say such things: first, we also know these questions, and the two is that you do not know the background of enterprises.

The reason for this is that the diagnosis of many consultants stays on the surface rather than the core issues, and does not dig deep into the root cause of the problem.

5, we must write a good diagnosis and analysis report, so that we can get flesh and blood.

The quality of diagnostic analysis will determine the boss's first opinion of you to some extent.

Therefore, when writing diagnostic analysis reports, there must be considerable professional standards.

I think it is very important: first, the combination of qualitative description and quantitative description, that is, to have a reasonable basis; two, we must have a systematic view, and avoid simply listing the problems, without the corresponding framework and structure, which makes it easy for the boss to feel that these problems are clear to them. Three, we need to have a certain depth, that is to say, we need to see the problem deeper and not stay on the surface. Four, we must pay attention to wording, which can neither exaggerate nor hurt the boss's self-esteem.

Four, do a good job of pre enterprise consultation management consciousness guidance, change the trend to homeopathy.

Management consulting is actually a kind of management reform and innovation, in the final analysis, it is a change.

However, we also know that as long as it is change, it is bound to be accompanied by a psychological fear, uneasiness, and conflict.

From another point of view, change also thinks that some of the previous ideas and methods are wrong, but those things have penetrated into people's hearts and formed a relatively strong sense of mind, so the first thing to change is to change consciousness.

So how can we guide the pformation of management consciousness?

First of all, consultants need to change their bosses' consciousness.

The boss's consciousness will not change, and all his work will be difficult to carry out.

Just like master Drucker said to IBM boss, "the general manager will not come, no one else will come."

Because if the consciousness of top management does not change, all changes will remain on the surface.

Secondly, we must change the sense of middle and high level.

The middle and high level is the main body of management innovation. Only by changing their consciousness, can management innovation be implemented and carried out. Therefore, it is particularly important to communicate with the middle and high level.

Finally, we should change the consciousness of grass roots employees.

The grass-roots employees are the concrete executors of management innovation, and consultants should try their best to change their consciousness through training.

Five, let's take advantage of it.

The so-called "all things are ready, only owe the east wind", whether the management consultation work can be carried out smoothly, this "Dongfeng" is very important.

And "Dongfeng" will not come by itself. It requires consultants to blow the east wind itself, that is, to create momentum.

First of all, we need to create the trend of "trust in change".

That is to say, it is necessary to establish the trust of employees in management innovation, so that employees can truly feel that the top executives of enterprises are truly determined, confident and capable of standardizing management, and can really get rid of the shadow of previous changes and always achieve the real results.

Shang Yang did a good job, so Shang Yang's reform was also very successful.

Secondly, we should create the trend of "atmosphere change".

That is to say, through the internal propaganda slogans, publicity columns and publicity materials, enterprises should show the change to their employees, so that employees can feel that the whole enterprise is innovating, changing and advancing, so that the atmosphere of innovation can be established.

Finally, we should learn to borrow the "top leaders of customers".

The highest leadership of a client is always the boss, and the support of the boss is very important to the success of the consulting project.

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How to communicate effectively with your boss and communicate happily?

Through various ways to guide the boss to make ideological changes, behavior changes, so as to drive the whole enterprise management innovation and change.

The so-called "capture the thief first capture the king" is the truth.

Six, we must attach importance to training, do well in training, and promote effectiveness through training.

Management consulting is a very special job. Consultants can neither completely intervene in the operation of enterprises nor dominate the operation of enterprises. They can not only participate in management but not in overall management. In other words, more business pformation efforts should be completed through the management of enterprises. Therefore, management consultation should achieve better results and training is particularly important.

For some poor foundation enterprises, training is particularly important. If you do not raise the level of human resources of enterprises, it will be difficult for you to make a high level of management mode run smoothly.

Moreover, the training work should start at the initial stage of the initiation of the consultation project. Every period of training should be brilliant, and the actual problems of the enterprise should be appropriately attached. The case design should be closer to the core issues of the enterprise consulting project, and then gradually gradually shift from training work to routine consultation of management.

Seven, efficient communication throughout.

Good communication is an important part of the success of management consulting.

Management mode, planning form document, solution and management system are important, but without effective communication, everything will be difficult to operate and everything will be difficult to achieve.

Communication is a great learning. Failure of communication consultants is inevitable.

This requires the consultant to constantly summarize and accumulate in actual combat, and I will not talk about it in detail here.

Eight, reasonable consultation fees are important conditions for successful consultation.

Many consultants think that consulting fees are considered by salesmen or brokers, but in fact, on the contrary, consulting fees often determine the ultimate success or failure of consultation.

Too high consultation fees will make the boss idealize the requirements of the consultant. In fact, the consultant can not really decide the fate of an enterprise. At the same time, too high consultation fees will also make the consultant work under high pressure, which will affect the objective judgement and rational operation of the consultant.

The low cost of consultation is the primary reason for the failure of consultation.

Because of the input-output ratio, consultants are obliged to compress their working hours, often making consulting items appear hasty, or even carelessly ending.

Even a responsible consultant will be in a dilemma because of the low consultation fees.

In addition, consultants are advised not to accept projects with a huge financial crisis.

Because customers are in a very tight financial situation, consulting work often falls into a state of distress: on the one hand, we have to invest more time to consult without corresponding rewards, which will inevitably cause dissatisfaction to customers. At the same time, the problem of financial strain can not be solved, which in turn leads to complaints from customers about consultants.

Conclusion:

As an excellent management consultant, in addition to having a wealth of management knowledge, management skills and management tools, we must have a deep understanding of the characteristics of management consulting and grasp the corresponding skills of management consulting so as to make a real contribution to our customers.

The consultant should recognize that management consulting is a noble profession. His value lies in helping clients find their own direction and succeed in one aspect.

Therefore, good management consultants not only regard management consulting as a job, but also regard it as a responsibility and a mission as a lifelong career.