Definition and theory of consulting

Definition and Theory of Consulting: The UK Institute of Business Consultants defines business consulting as follows:

Service provided by an independent and qualified person or persons in the identification and investigation of problems related to policies, organization, procedures and methods; recommendation of appropriate measures and provision of assistance in the implementation of those recommendations.

The definitions used by other professional associations are very similar. This indicates that business consulting is a service that company managers can turn to if they feel they need help solving problems. The consultant's work begins when a situation deemed unsatisfactory and capable of improvement arises, and ends, ideally, in a situation that has produced a change that constitutes an improvement.

Specific features of consulting

THE CONSULTANCY IS AN INDEPENDENT SERVICE.

It is characterized by the impartiality of the consultant, which is a fundamental feature of his role. At the same time, this independence means a very complex relationship with client organizations and with the people who work in them. The consultant does not have direct authority to make and execute decisions. But this should not be considered a weakness if the consultant knows how to act as a promoter of change and dedicate himself to his role, without ceasing to be independent. Therefore, you must ensure maximum customer involvement in everything you do so that ultimate success is achieved by your efforts.

CONSULTING IS ESSENTIALLY A CONSULTING SERVICE.

Consultants are not hired to lead organizations or to make decisions on behalf of troubled directors. Their role is to act as advisors, with responsibility for the quality and integrity of their advice; Clients assume the responsibilities resulting from the acceptance of this advice. It's not just about giving the right advice, but giving it in the right way and at the right time. This is the fundamental quality of the consultant. The client, for her part, must be able to accept and use this help from the consultant.

THE CONSULTANCY IS A SERVICE THAT PROVIDES PROFESSIONAL KNOWLEDGE AND CAPABILITIES TO SOLVE PRACTICAL PROBLEMS.

A person becomes a business consultant in the full sense of the term after having accumulated a considerable mass of knowledge about the various problems and situations affecting companies and acquired the necessary ability to identify them, find relevant information, analyze and synthesize., choose between possible solutions, communicate with people, etc. It is true that business leaders also have to possess these capabilities. What sets consultants apart is that they go through many organizations and that the experience gained from past tasks may apply in companies where new tasks are performed. In addition, professional consultants keep abreast of progress in methods and techniques, report these developments to their clients, and contribute to their implementation.

THE CONSULTANCY DOES NOT PROVIDE MIRACULOUS SOLUTIONS.

It would be a mistake to suppose that, once the consultant is hired, the difficulties disappear. Consulting is a difficult job based on the analysis of concrete facts and the search for original but feasible solutions. The firm commitment of the company management to solve the company's problems and the cooperation between client and consultant are at least as important for the final result as the quality of the consultant's advice.

Why are consultants employed?

The director of a company saw no reason to employ a consultant if he could not provide something missing from the company. Consultants are generally employed for one or more of the following reasons:

TO PROVIDE SPECIAL KNOWLEDGE AND CAPABILITIES

An organization calls a consultant when it does not have people capable of dealing with a certain problem with the same probability of success. Such a problem often requires new techniques and methods in which the consultant is more general if the organization fails to achieve its objective and if the gaps that need to be addressed relate to overall management policy, planning, coordination or leadership.

TO PROVIDE INTENSIVE AID ON A TRANSITIONAL BASIS

A thorough examination of major problems, such as company organization or marketing policy, would require full dedication of senior managers for long periods. Now, the day-to-day running of an economic organization does not allow for much time, and worse still makes it difficult to simultaneously focus on conceptual problems. Consultants only intervene as long as necessary and leave the organization after they have completed their task.

TO GIVE YOU AN IMPARTIAL POINT OF VIEW

Members of an organization may be too influenced by their own experience or participation and established traditions or habits to clarify the true character of a problem and to propose feasible solutions. The consultant, on the other hand, can, thanks to his independence, be impartial in situations in which no person working in the organization could be.

TO GIVE MANAGEMENT ARGUMENTS TO JUSTIFY DEFAULT DECISIONS

It is the case that an organization uses consultants so that its leaders can justify a decision by referring to the consultant's recommendation. In other words, a leader may know exactly what he wants and what his decision will be, but he prefers to ask the consultant for a report to substantiate his position. This way of acting is still logical, but, in principle and for their own benefit, professional consultants should be careful not to accept tasks in which their recommendations could be used for internal organizational policy purposes.

The reasons indicated can be present in such variable degrees and be so interrelated that the consultant can face a very complex situation; however, you must strive to keep a very clear view of the reasons why your services are used, even if in the course of your task the initial reasons change or completely new ones are discovered.

Consultant Classes

It can be said that there are two kinds of consultants:

Junior Consultant: He is the one who has little experience in handling cases of companies and their staff Senior Consultant: person with experience and business vision.

A junior consultant asks: what do you want to do?

A senior consultant says: this is how I see things, I can't tell you what you want to hear

Consultant Characteristics

Patience

Base of the consultant's success within the company: LOTS OF PATIENCE !. It must be remembered that patience is the beginning of a good relationship between the consultant and the respondent. Remember that your client no longer has it and that you must keep it. You must allow people to experiment with you.

Objectivity

The sense of what we are doing must not be lost at any time. Problems and disagreements can make us lose the vision and the objective of our mission. We must always take into account where our main contribution goes. Focus on processes, not functions.

Analytical

The consultant's mission is to identify the boundaries of the company and redefine them. You must see more behind what is offered to you. Your analysis should consider, among other aspects:

Identification of my domains: What do I do ?, What tools do I have ?, What do I do best ?, What do I need to learn? Where are the business processes ?. A business process: Where is the money made in the company? Take into account the environment that surrounds our client: clients, suppliers, etc., and attack all possible points of the problem. Psychological aspects in your client, consider the feasibility of teamwork, focus on being business partners with our client. Always question everything.

Specific

Not only must "what to do" be given, but also how and when to do it. You must be careful when giving your opinions and value judgments. Define the intervention limits of the model.

Alternatives generator

Your client expects you to give him alternatives. Ask specific questions about all aspects of the company, generate an intervention model that allows you to create and propose new paths and solutions. Use your inventiveness in interviewing your client to get the information you need. Ask questions: your client has the answer.

Consultant Skills

Abilities:

Set of attitudes and skills for consulting.

Attitude:

Qualities acquired by an individual. All those that we have learned and already know how to perform. Attitudes are acquired over time.

Fitness:

Innate qualities of an individual. All those that we did not have to learn to know how to do, although some of them have not been developed.

In this way, we can define a table of attitudes and skills of the consultant:

ATTITUDES

Junior consultant		Senior consultant

Begin to know the dynamics that are handled in the particular company		Learn about the dynamics that interact in the market
His knowledge is concentrated on the strategies of the company in which he is located.		Know the entire group strategy
Aligns with what the client wants to do		Is creative in customer dynamics
Little knowledge of the business area, is limited to processes		Involved with the medium through reading current affairs: the client expects you to know about business
His intervention is spontaneous		Create intervention methodology with the client
Monitor and run at the same time		Does not monitor what you have not executed

APTITUDES

Junior consultant		Senior consultant

Youth		Experience
Superficiality		Depth
Its management is based on «Theories»		Involved in business
Tools: can be more creative		Tools: canned
Use advertising media to advertise your services		Its services are known through referrals in the medium in which it moves
Deliver work on dates		Adds economic value to your work, efficiency and effectiveness

Multiple Roles of the Consultant

NON-DIRECTIVE DIRECTIVE

LEVEL OF CONSULTING ACTIVITY IN TROUBLESHOOTING

Basic Principles that Support the Strategies of Planned Change in the Organization

The Organization must be respected in terms of its values, beliefs, work criteria, customs, traditions, etc. Most organizations are capable of growing and maturing, if the conditions for it are created and they are trained to do so. The agent of change establishes a relationship whose core is helping the organization. The relationship of agent with the organization must promote its growth and its non-dependence on the agent. The relationship of help has a strong component of mutual learning (agent and organization). What is important is not change, but the process of change itself. The organization must be able to self-manage its changes, and this can be learned, with the same help from the agent, through the process of planned change itself. You must learn to change by changing. Generally, at least,Three sets of fundamental objectives in change programs:

Overcoming specific problems Increased organizational effectiveness Improvement of individual human aspects (satisfaction, attitudes, etc.) or of processes (communication, conflicts, leadership, etc.) (A combination of the three types can be given).

The initial phase of the change program should focus on the following points:

Clearly define the receiving system. Create a relationship of trust between the agent and the receiving system. Clarify mutual expectations. Accept in all its involvement how essential it is to have valid information that the organization has about itself, especially information about the possible areas and points of change. The organization must be as clear as possible what it intends to achieve with the change program, and freely decide on a high commitment to it. (Objectives) According to the previous points, when starting the agent's intervention, the most important thing is not to change the organization, but to generate the valid information that is required, and mutual trust.

Basic Change Strategies

Facilitator

Dissemination of information about problems and possible solutions. Raise awareness of their current situation and how it could be improved. It is assumed that the organization recognizes its problems and that it is necessary to act on them, and that it accepts outside "help" to bring about changes, towards Where to change and even how to change There must be a broad consensus in the organization with respect to what is described in the previous paragraph If much resistance to change is expected, this strategy is not very effective

Reeducation

It consists of promoting change through the production of new knowledge, attitudes and behavior learning. It is based on principles of "rationality" in the face of the needs for change. Technical education is provided that will help recipients to solve their problems with the solutions they decide. Generally, it requires extensive periods to introduce changes. to be solved This is useful when the receiver "feels" the need to solve problems,but only he does not fully understand them and he is not able to solve them by himself The educational process can decrease many resistances to change Changes with this strategy reduce uncertainty in the face of possible new situations Good degrees of "awareness" are achieved with this strategy It is recommended in change programs involving very innovative and different innovations in relation to current practices

Persuasive

It is also based on principles of rationality but through conviction and argued induction. (This strategy is common in everyday interpersonal relationships in many contexts) It is a good way to create open attitudes towards possible changes When the need for change is not recognized it is an effective way to raise awareness and induce Even achieve high degrees of commitment to change Prevents possible resistance change requires less time than reeducation strategy recommended in large and complex change programs

Of authority

It occurs when the recipient has the necessary obligation to accept the change agent It can be effective in very specific and limited problems, but not in broad change programs If strong resistance to change is expected, this strategy can be used If the time must be short, this strategy is effectiveBut… there are many negative effects on people and on their own changes

Planned Change: Phases of Consulting

Exploration Consultant X client acknowledgment of the situation, CONTACT poll

CONTRACT General, more specific contract

PSYCHOLOGICAL Objective-Plan (Outline)

Expectations and Commitments

System-Goal: Where? How to start?

Make contact with people

TICKET Testify receptivity, trust, etc.

Probing problems, dissatisfactions

COLLECTION Interviews, observation, coexistence, questionnaires

OF DATA consultation of documents, meetings

Define situation and needs for change, identify and

evaluate problems, define change objectives and goal (s), consider alternatives, effects, costs, risks, resistance,

DIAGNOSIS Assess potential for change

Define strategy, action points, support, tactics, plan

PLANNING FOR strategies

INTERVENTIONS

Institutionalize the plan: Act on / with the target system

ACTION

Institutionalize: attitude and solution method

INSTITUTIONALIZATION OF THE problems

CONTINUOUS PLANNING CHANGE

ACCOMPANIMENT

AND EVALUATION Control of results, self-evaluation by the client, evaluation

by consultant / technician, new diagnosis, new contract?

FINISHED

Technology Consulting

What is an intervention?

It is a planned interruption of a process to produce change.

In organizational development, interventions are structured sets of works in which the chosen organizational units (individual, group, intergroup or total system to achieve goals), undertake a task or succession of them, whose objectives are directly or indirectly related to organizational improvements..

The elements necessary for the intervention to be considered an "organizational development intervention" are:

That responds to a felt need for change by the client. That involves the client in the activity of planning and implementing the event of change. There must be a modification of the culture of the client as a result of the intervention. client.

What are the factors to consider when choosing an intervention strategy?

The demands of the organization should be known and considered and analyzed if it is the right time to implement an intervention. Intervention not beyond what is required to produce true solutions to the changes in the problems at hand. Intervene at a non-energy level greater than that of the client in order to develop the intervention strategy. Start where people are, that is, at their level of cultural, social and individual development, and not where they think they should be.

What are the momentous results of a successful intervention?

To ensure or say that an intervention or consultative process has been successful and that the idea of continuing to make creative changes can continue to be fostered, there are at least three lessons:

The client system has learned to deal more accurately with the problem or problems with which the consultative process began.The client has learned to visualize more towards the escalation of future problems (prevention) and make more appropriate decisions, that is, to identify more clearly their needs and ask for help. The client has learned new coordination and adaptation mechanisms that help him maintain stable health and facilitate changes to be made while still being productive.

The Process Consultant

Process Consultant Profile

The planned change originates from the decision to deliberately strive to improve the system and enlist the help of a trained person in order to make such an improvement. This person, called Process Consultant, guides her advice fundamentally to the elements of a group's socio-affective process.

The Process Consultant promotes development actions for the benefit of individuals, groups and institutions. It does so by establishing a helping relationship that makes it easier for them to adapt to new circumstances.

Process consultants help individuals to perceive their work situation with a clear sense of reality, helping themselves not only in "working hard" but in "working better", thanks to the enrichment of the task with elements that exceed the quality of life and respond to individual aspirations for self-actualization.

In the case of groups, the Process Consultant acts as a catalyst for the use of resources, the overcoming of individual differences and the negotiation of the conflict, with the purpose of gradually turning the group into a true work team..

By interacting with the institution, the consultant seeks to understand adaptation as a creative process, similar to the biological mechanism of adaptation of living beings to changes in the environment. This should not be a strategy of social manipulation.

In this context, the process consultant must observe what is happening among the team members while they perform the tasks, make the team's behavior visible so that its members have a clear vision of their behavior; select the most appropriate activities and strategies to assist the team in achieving their goals, and provide feedback to both the team and its members on how they are doing their job.

In contrast, what the Consultant should avoid is usurping leadership, without reducing their support; indicate or that it is wrong instead of leading to the own recognition of the error, making the decisions that correspond to the team; devote more to the execution of the team's task than to take care of the socio-affective process of its members, which would foster the team's dependence on its person, as it would reduce the autonomy and creativity of the team.

The first contact between the consultant and the team

The contact of the process consultant with the work team is very important because it fulfills two purposes:

Clarifies and defines the relationship between the consultant and the work team. Clarifies with the team what their current situation is, where they want to go (objectives) and the alternative ways to get there (strategies).

In the first case, contacting is part of a process to establish and define the relationship between the team and the consultant. The wishes or needs of the team are compared to the services that the consultant is able to provide. This period is a time of decisions about what the two stakeholders want from each other, to assess if they have the necessary resources that the relationship demands and to decide if they really want to enter into it.

There are two requirements in negotiating a consultant's relationship with a work team:

Mutual consent:

It means that both parties understand the agreement properly. It is very important that the team and the consultant provide each other with enough information so that both can make fundamental decisions. There are some questions that both of you must answer:

What are the time requirements?

What are the costs of the intervention?

Are there any special risks that need to be considered?

What ethical aspects should the consultant consider?

Expected benefits:

Here's what the team can get out of the development process; for example, the acquisition of new information, training in group processes to solve specific problems.

In the second case, networking is a "tool" that the consultant can use to help the team assess their current condition, the desired situation and how to get there. The decision, in this case, lies in the choice of a strategy that facilitates reaching the desired situation.

In this approach, initial contact focuses on the team's needs and problems, answering the following questions:

What does the team need?

What does the team want?

What is the team willing to do to get what you need or want?

What are the indicators of success for the team?

What benefits will the team achieve by meeting the proposed goals?

Making contact is useful at various levels of the consultant's intervention. At the interpersonal level, the individual who has an initial conflict helps to decide on strategies that clarify their conflict.

At the interpersonal and group levels, an individual needs to know how he manages the discussions in a work team, and can establish a relationship with the other members so that they can tell him when they feel that he dominates the discussion, in such a way that he can review with them, how he perceives himself while exercising that dominance.

At the institutional level, contact is made between the consultant and the Organization and includes specific aspects, such as: availability of time, financial resources involved, and conditions for maintaining the integration process of the work teams.

There are some typical problems in the initial contact of a process consultant with a work team, these problems can be classified as follows:

Problems related to the current situation. The team can ignore what their difficulty is. Problems related to objectives. The team may have a very confused understanding of the future. Problems related to strategies. The team may be incompetent to discover alternative resources for action.

When the consultant and the team face one or more of these problems, they are presented with various options: if the current situation is uncertain, the contract may include a stage for its determination, for example: with the use of a diagnostic instrument; In case the objectives are confusing for the team, the contact can be formulated in terms of classification of objectives; and when the strategies are not clear, contact should be oriented towards planning activities.

Problems that arise in initial contact can become the center of the process itself. For this reason, it is important that the consultant be sensitive to the conflicts that the team is experiencing.

On the other hand, the consultant adopts different styles when establishing initial relationships with the work team. These styles usually influence the entire team integration process, and therefore, it is convenient to review their implications. The styles are as follows:

Expert style:

The consultant is characterized by his desire to be an expert in front of the team, and therefore becomes independent. The word "RESCATAME" symbolizes the type of interaction that the team members want to establish with the consultant.

Server style:

The consultant loses his interdependence and objectivity in order to satisfy the wishes of the team or the formal leader. The word that sums up the type of interaction this style generates is "SERVE ME."

Collaborator style:

In this style there is a clear definition of the responsibilities that correspond to both parts of the terms that will guide the relationship. In such a case, the team and the consultant maintain an interdependent link. The phrase that characterizes this type of interaction is "LET'S WORK TOGETHER."

The consultant can understand the initial contact as a process and as a tool to establish the relationship with the work team and set common goals; as well as using an appropriate style to encourage members to analyze their situation. This last consideration motivates people to take active responsibility for their current condition and future status.

Ethical conditions of the process consultant

As the institutions' concern for the integration of work teams has increased and the demand for consultants has also increased, it is more important than ever to enclose questions about ethical conduct. It is worth reflecting carefully on what is ethical, what is not ethical and what can be ethical but irresponsible, reckless, unprofessional or incompetent.

THE CONSULTANT'S COMPETENCE

The most outstanding point is related to professional competence. If a consultant is called to analyze a job for which he does not have adequate knowledge or sufficient experience, he should clarify his limitations in this regard.

It is possible that the consultants insist too much on their limitations, if too much emphasis is placed on the deficiencies, the consultant is promoting and provoking an inappropriate perception of his professional competence.

THE CONSULTANT'S HEALTH

Consultants are responsible for transmitting their own physical and mental state to teams. If for any reason you are in poor health, your job will suffer, and there may be times when you have to decline, postpone, or cancel an intervention. You need to acknowledge if you are emotionally upset, as you are unable to meet your team responsibilities in a timely manner. If you can't pay attention to people, you can't be empathetic and you can't help.

Because process consultants work with people, it is a great imperative that they stay healthy. Working with people involves a lot of physical and emotional exhaustion, and for this reason it is necessary to keep fit.

KNOW YOUR OWN NEEDS

Consultants must not only attend to their own health, but must also be aware of their own needs and avoid being imposed on the teams. A consultant, like everyone else, often has unfavorable needs and unresolved conflicts.

If the consultant finds himself in such a situation, he may need to suspend group status and review his management of those needs. If you do not, you will be hindering the development of work courses. A person is not allowed to manipulate others seeking only their own benefit, and it clearly applies to both the consultant and any other individual.

PROMISES TO SATISFY EXPECTATIONS OF THE WORK TEAMS

Consultants face a dilemma: generate and offer ideas, but don't flaunt it. The consultant may not distinguish the ability to generate ideas from that of selling shoes, activities that operate under different rules.

Regardless of the type of intervention involved, consultants cannot ethically promise that they are capable of achieving a certain kind of result. Nothing can be guaranteed when working with people, let alone promise what will be the result of such efforts. The consultant cannot assure that the participants are going to be better, since perhaps they are not willing to do it and cannot be forced to do any specific job, the only thing they can say is that they will learn some things, which they will be able to do. to use in the execution of your teamwork.

In reality, consultants can only commit to intervene, work seriously, and be responsive and inventive in any given situation. These are the foundations on which an adequate help relationship can be established with the work team.

CRITICISMS OF OTHER TEAM MEMBERS

If someone comments on someone else's attitude, it should be positive, or not comment at all. The person in question must not be put wrong, directly or indirectly. If you disagree with what another consultant does, you should decline the opportunity to comment on it or to judge it in front of third parties. You must be sure to omit conflicting non-verbal cues at the same time.

The best proof you can have in this situation is to imagine that the person mentioned is present. If what is to be said could be said in front of this person, the comments will probably pass the test to be ethical.

CONFRONTATION WITH OTHER TEAM MEMBERS

If a consultant has serious reservations about the capacity or conduct of another person, he is in the ethical requirement to confront him and to let this person know that conduct does not seem appropriate to him. This may be an awkward decision, but consultants will not allow their effectiveness to be curtailed by any of their incompetence or unethical conduct.

It is a difficult and delicate problem, since the dominant tendency is not to confront. But failing in confrontation, when it is necessary, can be irresponsible. A recommendation that the consultant can use is "when in doubt, confront." As professionals, they must try to regulate themselves, just as professional associations do.

CONFIDENTIALITY AND ANONYMITY OF INFORMATION

Revealing other people's confidences is an obvious ethical violation. If someone asks the consultant to keep private information and he accepts, but does not, his behavior is unethical. As a consultant, you can very often find yourself trapped: someone entrusts you with some information but cannot use it, since discovering it would harm the situation, you should be careful when receiving large amounts of confidential data. This can tie your hands and restrict its effectiveness. If someone wants to give confidential information, the consultant can tell them that they do not accept confidential information, explain why instead they are willing to receive anonymous information.

Experience shows that people will give you anonymous information and that refusing to accept information classified as confidential will make it easier to deal with the situation authentically.

FRUSTRATION MANAGEMENT

Some of the stages of consultant interventions generate frustration in people. Consequently, what has been learned at this cost should be highlighted, clarifying the situation and feelings of the participants.

It may also be the case that the results obtained in the intervention cannot be applied, for reasons beyond the control of the consultant and the group. In such a case, the consultant must be explicit with the group in order to clarify this situation.

RESPONSIBILITY IN LEARNING

The consultant is responsible for an intervention without attending to the application of what has been learned, since the integration of learning cannot be left to chance. Participants should be directed to the answers to the questions: What am I going to do with this learning? What implications will it have for my change?

Environment Conditions in the Company

Consultant Functions

In the case of the intervention of consultants within the company, it should be borne in mind that the responsibility for the process of integrating the work team belongs to the managers and that the essential decisions must be taken by them. The consultant's mission is concrete, then, to start and drive the integration process, helping the group to review its progress and difficulties periodically; above all, to support the formal leader until she is able to maintain the integration effort with her own resources.

Some of the most important functions performed by process consultants are listed below:

Create a climate of openness and an environment of trust and respect for the individuality of people within the work teams. Help the work teams to identify the obstacles that prevent the achievement of the proposed goals. Promote the solution of Team problems by analyzing their causes and generating alternative solutions. Promote and intervene in the changes that are necessary, as indicated by the analysis of the problems. Review the concepts and values that are at stake during the implementation of changes. Propose instruments that facilitate the implementation of change actions. Strengthen the ability of teams to identify, analyze and solve problems. Sensitize the team to identify organized phenomena in their internal dynamics and in their interaction with other groups.Follow up on the actions taken and committed by the team to make the changes.

It should be clarified that not only people with specific abilities, as in the case of Consultants, can perform the functions indicated "but also ordinary men and women frequently function as agents of change. All of us are often faced with the duty to give help or the opportunity to receive it.

Consultant Needs

In accordance with the above, the individuals who act as Consultants, to give effective help in the planning and implementation of transformations, must be willing to periodically review their person based on the following needs:

Deepening self-knowledge: the consultant must be willing to confront the image he has of himself, including his potentials and limitations, with the image that reflects the teams with which he works. Relate to others and understand their situation: it means establishing a characteristic type of deep and meaningful relationship with others by understanding the circumstances of each person and the team within the work environment. It involves feeling the world of others as if it were their own, without losing the possibility of analyzing it objectively. Listen and observe the phenomena of the equipment: refers to the willingness to focus attention on what happens in the dynamics of work teams, in such a way that through the action of listening the meaning and implications of communication are captured, and through observation group behavior is understood. This attitude of listening requires focusing attention on the needs and resources of team members to respond to their demands and not their own. Giving and receiving feedback: it is being willing to communicate to people and groups the observations derived from their behavior to guide them towards the achievement of their goals. At the same time, it is being open to information regarding your performance as a consultant.

Managing ambiguity and frustration: it is related to the ability to accept contradictions and limitations. For this reason, the consultant will be aware that in all development actions there is always a risk that the results obtained do not correspond to their expectations, even though they may respond to the needs of the team members.

It is important to note that the Consultant can acquire and develop these characteristics through a process of constant updating of their knowledge, skills and attitudes.

First, the consultant must possess a wide range of knowledge derived from the behavioral sciences and the relationship they have with the administration of the institutions; You must have knowledge of organization and planning that allows you to understand the nature, purposes and fundamental objectives of institutions.

Must be able to understand the procedures and work systems in the administrative units and know the influence of people as such on the performance of work, the management style with which it is operated, the existing interpersonal relationships and the characteristics of group dynamics.

Likewise, the consultant must have practical training knowledge and personal development techniques, since a large part of their activities consist of teaching others.

In terms of skills, the consultant must be able to establish above-average interpersonal relationships. Being at the center of a movement for change, you must be the type of person who is easily accepted by others, who is not harsh or uncompromising, who listens to others without trying to impose their views.

The consultant needs analytical capacity to solve problems, be creative, innovative and able to face a situation with different alternatives, and above all, speak and write well, since one of the most important responsibilities will be communication.

You must be able to assist others in co-solving problems by encouraging people to make use of their own resources.

Finally, in terms of attitudes, the consultant must be aware that credibility, an essential element in consulting, comes from the personal philosophy that it shows in its working relationship: respect for people, their resources and possibilities, clarity of objectives personal and trust in others. At first glance, this is very difficult to achieve, since it supposes a very special behavior towards people.

The consultant must be open to working with theoretical and abstract ideas, and be able to reduce them to simple and practical applications, understandable to everyone within the institution.

conclusion

Because consulting takes many hours of design, programming, high intensity, and dedication to execution, the consultant must be disciplined and strong to withstand physical and emotional strain. You must have a basically positive and enthusiastic concept of life, balanced with an adequate degree of realism.

Considering that the consultant is an agent of change, he must be a confident and knowledgeable person of himself, as well as his resources. In a word, enjoy an internal balance so that in moments of confusion, contradiction or frustration you can get ahead, despite the psychological wear and tear that these problems imply.

All these modalities form the profile of the ideal consultant, a difficult goal to achieve, but which serve so that each consultant, according to his capacity, style and circumstances, identifies the ones he needs to develop.

Appendix 1 Consulting Skills Inventory

This list is designed to help you think about various behavioral aspects involved in consulting. This gives you an opportunity to affirm your skills and to set your own goals for growth and development. To use it better:

Read the list of activities and decide which ones you are doing correctly, which ones you need to do more of and which you need to do less of. Put a check mark in each activity in the corresponding place.

Some activities that are important to you are probably not listed. These activities were on the blank lines. Recheck any list and circle the numbers for the three or four activities you currently want to improve on.

	Okay	I need to perform more	I need to perform less
General Skills
Think before speak
Be satisfied with what I have
Be brief and concise
Understand my motivation to work in a useful profession
Read the group process correctly
Separate personal and work matters
Actively listen to others
Appreciate the impact of my own behavior
Be aware of my need to compete with others
Intervene in conflict and anger
Create an atmosphere of trust and openness
Have a clear theoretical basis
Sense and Diagnosis
Help clients discover their own problems
Ask direct questions
Inspire customer confidence in my ability to execute work
Wish not to be needed by the customer
Offer to find answers to questions
Encourage others to speak
Expect clients to use my solutions
Help clients to generate solutions to their problems
Accept the customer's definition of the problem
Hiring
Talk about money and fees without giving us pain
Promise only what I can provide
Say "no" without feeling guilt or fear
Work under pressure just on expiration days and within time limits
Set realistic goals for me and the client
Present my theoretical foundations and my prejudices
Work comfortably with high-level people
Let someone else get the glory
Working with people I don't particularly like
Accept customer restrictions and limitations