Being a Trustworthy Consultant PDF

3 BEING A TRUSTWORTHY CONSULTANT This chapter looks at three key ele...

3 BEING A TRUSTWORTHY CONSULTANT This chapter looks at three key elements in being a trustworthy consultant. We first explore the different approaches to consultancy. We look at common consulting roles along a spectrum from expert to facilitative, and highlight the four main styles that most consultants use. We identify ten common pitfalls to look out for and avoid. We then look at what makes people trust consultants. We pose the question: ‘Why should anyone pay you to consult for them? We identify that it comes down to our perceived commitment, competence and character. We conclude by exploring what it means ‘consult with soul’. In essence, this means: Focusing on the change that is required, not the contract nor even the client’s satisfaction. Ensuring the client genuinely owns and drives the process Getting to the heart of the matter, and engaging with the inherently emotional elements of change. Bringing the very best of the consultant to every assignment, including their integrity, courage and humility. 26 Consulting for Change: Strengthening Civil Society 27 APPROACHES TO This approach only works well when the client accepts the responsibility of working with the consultant to diagnose and solve CONSULTANCY the problem. It demands considerable group process facilitation skills from the consultant and the strength of character to withhold her or his own opinion. The consultant has to allow a process of self- WHAT ARE THE DIFFERENT CONSULTANT ROLES? discovery to take place even if it is slow and painful. There are many different ways to do consultancy. At one end Between these two extremes lies a variety of other roles. Lippitt and Lippitt identify eight potential roles across the spectrum: 1. Advocate who tries to persuade, proposes guidelines or directs the problem-solving exercise in either process or content 2. Technical specialist who proposes and guides the change effort in content or process. The client relies on the consultant’s expertise 3. Trainer/educator who designs, leads and evaluates learning experiences within the change process 4. Joint problem-solver who offers and helps to select alternative actions needed to create the desired change 5. Alternative identifier who identifies and assesses potential alternative of the spectrum, there are experts who tell others what to do; at 6. Fact-finder who gathers, synthesises and analyses data relevant the other end, there are process facilitators who refuse to give any opinions at all. There is also a wide variety of approaches in-between. to the change effort Different situations call for different roles. Together, consultants 7. Process specialist observes, diagnoses and facilitates the human and clients need to analyse the situation correctly, and identify and dynamics and interpersonal relationships in the client system negotiate where on the spectrum they should operate. 8. Reflector/observer probes, observes, mirrors and reports what is EXPERT – A DIRECTIVE APPROACH observed; retreats from an active role in client decision-making (1979:57–75) Typically, many CSO consultants play an expert role, in particular with evaluations. Clients contract them to make judgements and give These roles are not mutually exclusive and may overlap. Consultants recommendations. The consultant initiates and directs the activity may play a number of related roles at the same time, such as being and assumes leadership. It works well when the client has correctly a trainer, educator and advocate; the consultant may play different identified and decided what the problem is and knows what specific roles with different members of the client system at the same time; help they need; when there is a clear answer to the puzzle; and when roles may change over time as the situation changes. But consultants the consultant has the specific expertise to solve that problem. This is and clients need to understand which role (s) the consultant is like a ‘doctor-patient’ model of consulting. playing and why. However, when there are different opinions and perspective and no Our preferred approach may shift over time as Tamim Amijee one of single correct answer, the expert approach has drawbacks. It risks the early C4C trainees explains: removing ownership of the issue and solution from the client. The “When I started as a young consultant I played the expert role, preparing client expects the consultant to give them the answer. They may react feasibility and market studies for businesses. But as I engaged more with defensively. They are not always ready to take back responsibility and civil society at rural grassroots level and as I gained understanding of how implement the necessary change. organizations work, my role shifted. I gradually become more of an enabler. Now my best fit is as a facilitator, coach and mentor. I have come a long way PROCESS CONSULTATION – A FACILITATIVE APPROACH from where I started! At the other end of the spectrum is the process consultation model. In this approach, the client, from the beginning, owns the problem, the diagnosis and the solution. The consultant can help the client deal with the issue but the consultant never takes the problem on to his or her own shoulders. The consultant merely provides the client with data for the client to use or not. A process consultation role is all about building the capacity of the clients to diagnose and solve their own problems or identify what is going well and how to build on this. 28 Consulting for Change: Strengthening Civil Society 29 HOW TO CHOOSE WHICH ROLE CONFRONTATIONAL STYLE There are a number of factors to take into account when identifying At times, consultants may need to confront an organisation CONFRONTING appropriate roles. These include the need of the client and the urgency or its leadership with discrepancies between espoused values A LEADER of the task; the importance of the client’s own learning; the congruence and actual behaviours, or to point out the implications of The NGO was in turmoil. It was a with the client’s own approach to development; and the consultant’s own carrying through certain actions. Where a CSO has slipped toxic working environment. Two of competence and experience. While the consultant role should depend into complacent lethargy, a ‘kick up the pants’ approach is the three members of the senior on these situations, we believe that, if the goal of the consultancy is sometimes necessary. management team had just been to catalyse long-term change in the client, the default mode should be sacked. Many others were considering Confrontation is necessary when the person (or group) towards the facilitative end of the scale. Only in particularly urgent or resigning. The director, who had recruiting the consultant is part of the problem but has straightforward situations should we take a very directive approach. been in charge for 23 years, was assumed that the cause lies entirely outside. The aim is to highlight the discrepancy and give the client an opportunity to not well physically, suffering severe WHAT STYLES CAN CONSULTANTS USE? address it if they wish. migraines and regularly falling asleep As well as playing different roles, consultants use different styles in in meetings. He was having anger interactions with clients. Most consultants have a particular style they The confrontational style assumes that clients are able to do management issues at work. Having something about the problem. It is usually a short-term style worked with him as a coach for some are most comfortable with but, as with consulting roles, no one style will employed from a firm base of trust and therefore usually time, I reluctantly concluded that the be effective in all situations. Consultants often have to adopt different not until later stages of an intervention. It may generate an best course of action would be for him styles at different times, even with the same client at different phases emotional response that needs careful handling (either by the to step down. of the consulting cycle. Cockman et al. (1992) use Blake and Mouton’s descriptions to identify four distinct, legitimate and comprehensive consultant or by another member of the consultancy team). I’m not naturally good with conflict intervention styles: and I dislike confrontation intensely. ACCEPTANT STYLE But after much soul-searching, I PRESCRIPTIVE STYLE This stresses the value of empathetic listening and providing decided to break all the rules of A prescriptive approach implies that a consultant listens to the client’s emotional support. ‘Neutral non-judgemental support can coaching and challenge him to resign help clients relax their defences, confront disabling emotional over supper one evening. He was problem, collects and analyses the data needed and presents the client reactions and find their own way forward’ (Cockman et al., shocked. It was quite traumatic for with a set of recommendations. It is quite similar to the ‘expert’ or ‘doctor- 1992:23). This is typical of the early stages of counselling. both of us. patient’ models. This style is very popular as it offers deceptively appealing quick-fix solutions and allows consultants to be viewed (and view One year later, he has still not In order to implement this style effectively, consultants themselves) as experts and paid as such. There are situations where it is stepped down. I gambled all the need to be able to ‘wear other people’s moccasins’. This an appropriate approach, sometimes with nuts-and-bolts organisational trust I had built up and not much has style recognises the importance of dealing with the very issues or severe crises where time is very limited. However, because the changed on the surface. Still I believe real emotional reactions to organisational issues rather it was the right thing to do – not just client is largely passive, it does not allow much opportunity for client than merely assuming all human reactions will be rational. development or growth and may well create an unhealthy dependence. for the organisation, but also for his In situations where the NGO’s context is changing rapidly, own health and to be true to what I people need help to come to terms with the resulting losses deeply believed. Who really knows CATALYTIC STYLE (in terms of redundant programmes, skills, roles for example). what difference it made? At least he This helps clients to gather more information about the issue, analyse NGO founders frequently need help in helping adjust to the is now talking about succession more it and make a diagnosis of the root cause(s) of the problem. The client common crisis of leadership when the organisation develops seriously and it is on the board always generates the solution to these problems. This diagnostic style may past its pioneer phase. agenda too. involve many different data gathering methodologies, but may also simply be helping clients make sense of already existing data using techniques Good consultants consciously choose which style to use, as such as force-field analysis or problem trees. It assumes that the client different ones suit different times. Working in teams can be already possesses the relevant data. It is a versatile approach that can be helpful as different members can play different roles – such as used in many phases of the consulting process, though it runs the risk of ‘good cop, bad cop’. unconsciously slipping into being prescriptive about solutions. 30 Consulting for Change: Strengthening Civil Society 31 WHAT ARE THE COMMON 3. T hey have unrealistic and ever-expanding demands on your time. PITFALLS TO AVOID? P E T T Y, N I T-P I C K I N G There may be value in: C O N S U LTA N C Y There are too many horror stories like the one to the Being clear about the scope of the assignment and how much right when CSOs have been on the receiving end of poor I arrived in Sudan to manage an time is available and how much time you have already used consultancy. Usually, this just means a waste of valuable international relief programme during Give regular updates on progress and highlight that any extra time and money, though in some cases poor consultancy the drought of early 1990s. The demands need to be put into a new contract situation was desperate. As well as the can damage a CSO. It shows the value of consultants having Keep a careful log of your time famine, security officials were spying direct experience of the work they are analysing. If you on us and hassling us; the government For future reference, check with the person who hired you that have managed something yourself, you are more able to were refusing to say whether they there is an agreed understanding of what your assignment is all empathise with those struggling to implement and recognise would allow further distributions; the challenges CSOs frequently face. Consultants who can about by all involved. we had every warehouse in town show they have ‘been there and done that’ are likely to be rented and even more relief supplies 4. The people you are working with do not really want you. more credible. were about to arrive; we had internal Check the ownership with the client and their understanding of From his extensive consultancy experience with CSOs, Rod conflicts to deal with amongst the what the people you are working with actually wanted. It may Macleod identifies five common problems he has often had 200 staff, between expatriates and be that the people you are working with were not consulted. locals, Arabs and Africans, Dinka and to address with CSO clients: 5. T he client is trying to over-influence your conclusions and wants Shilluk, and even amongst the Dinkas 1. T he client does not really know what they want and keep themselves. only positive feedback. moving the goal posts. There may be value in: But when I read the recent evaluation In such situations, there may be value in: of the relief project, my blood boiled. Clarifying the purpose of the assignment and its value to them Getting anything done at all in those as an organisation Feeding back to them the lack of clarity and the circumstances seemed nothing short consequences of not keeping to the terms of reference of heroic, but the evaluators focused Highlighting the importance of your role as an independent Involving others in the organisation who have an on weak information collection view and voice interest in this assignment to help clarify the goals. If and inadequacies in the breakfast Highlighting that the credibility of this assignment to donors possible, involve senior staff. arrangements! I still feel angry today stands on its impartiality when I think about their lack of There are also challenges that are more about consultant failings understanding of the situation. rather than the client: Rod Macleod 6. Y ou are too busy, juggling too many jobs at the same time and do not give the work the attention it needs. 7. Y ou fail to take time to build a trusting relationship with the client. 8. Y ou have taken on a job that is not within your area of core 2. T he client expects you to solve a fundamental problem that competence. has been insoluble for years. 9. Y ou have a conflict of interest – for example, consulting for an There may be value in: organisation you have previously worked with. Discussing the reasons why this problem has not been 10. Y ou fail to admit your mistakes, correct them or learn from solved before them. Being clear about your limitations in helping them to address this issue Following discussions, decide whether this can be solved with your input or consider if it needs a different approach. 32 Consulting for Change: Strengthening Civil Society 33 TRUSTWORTHY CONSULTING Is consultancy a means to an end of providing us with gainful employment? Or is it what we have been created to do? Is consultancy the core purpose of what we CSO consultants consume money that someone gave to change COMPETENCE do at work? We believe that being a consultant is about pursuing meaning in our the lives of poor or disadvantaged people. So why should work, not simply money. Bisan’s story puts this powerfully: anyone pay you as a consultant with this money directed to help the poor? C O M M I T M E N T TO T H E C A U S E We will only provide value for money if we are effective in Ever since I was six years old I have been completely committed to the catalysing change. Our effectiveness depends on how trusted cause of my people in Palestine. We were all sitting outside enjoying a and trustworthy we are. People will change depending on how warm summer evening when 20 fully-armed Israeli soldiers charged into our much they trust us. Ultimately, we believe it is only because we house, pushed my father into a military jeep and carried him to prison. My have the commitment, competence and character to do a good TRUSTWORTHY CONSULTANTS whole universe to a halt. I didn’t see him again for a whole year. I will never job. This is what makes us both trustworthy and effective. forget my mother hugging me, and saying, “Bisan, your father is being taken away by the soldiers because he loves his country and his people and the COMMITMENT occupation cannot afford to have someone like him free.” First, we need commitment. INTRAC is unashamedly I cannot help but try and live up to his example. Like him, I am directed committed to strengthening civil society, not the private sector by my sense of calling toward my people’s cause. I choose consultancy COMMITMENT CHARACTER or government (important though they are). Our new strapline assignments carefully. Yes, ‘financial survival’ is a factor. But I have turned states that we are ‘for civil society’. This commitment to the down lucrative offers from clients I felt were ‘shady’ when it comes to the sector helps build trust. Palestinian cause. I work only with clients I can believe in. More specifically in working with individual CSOs an effective Bisan Mitri consultant has to demonstrate that they are on the client’s side. If the CSO believes that we have their best interests at heart, they will trust us. It means we have to have the sensitivity and empathy to see the world through the COMPETENCE client’s eyes – not to preach at them from a safe distance. It We trust people who are competent – who have credibility and track means having a passion for seeing individuals grow and the record. If we are going into hospital for an operation, most of all we organisation to develop to reach its potential. It means taking want the consultant to be competent. time to celebrate their achievements, not just pointing out more problems. It means being prepared to be in for the The most obvious facet of a trustworthy consultant is that they are very long haul with a client and to go the extra mile. CSOs trust good at what they do. Consultants need to be clear about what they consultants who they believe are not going to easily abandon do bring to an assignment and give the CSO client confidence that they and give up on the task when it becomes difficult. have ‘been there before’. They are skilled in: But this does not mean we have to pretend to be perfect. Rapport- and trust-building with the client – an ability to see (and feel) Our motives as consultants are always mixed. Despite our things from the client’s perspective best intentions, we always have some selfish motives in Observing, questioning, listening – gathering the data about what is every assignment. We want the work for our CV; we need the really going on income; we want the status of working with that client; we Facilitating groups creatively – being able to facilitate inclusive, want future work from them; the opportunities for travel or meaningful and decision-oriented discussions and using a range of our own learning excite us; we need to be needed… We have other creative methods that can include drama, art, humour and to acknowledge self-interest if we are to manage it. colourful, lively fun Our commitment comes down to our sense of calling or Analysing – weighing up and synthesising diverse evidence into a vocation as consultants. One Lebanese C4C consultant put it coherent whole. This involves understanding the different actors eloquently: within the client organisation, what they do, their relationships, perspectives and alliances/conflicts “Consultancy is not only a career for me; it is not a shiny title published in bold on my social media network account. It is a Giving feedback – individually, in presentations to groups and in consequence of who I am… I consult because I care for others written reports (interpersonal communication skills) and myself, because I connect with their pain, values, dreams Planning and monitoring change processes and hopes” Coaching and mentoring – giving leaders the support they need to change themselves and their organisations Learning themselves – reflecting on their own practice and continually improving Being competent is essential, but to be trusted we need more than just skills. Trust comes from relationship and relationship is about character. 34 Consulting for Change: Strengthening Civil Society 35 CHARACTER who confess to doubts and holes in their understanding of organisations, who say they will learn with you when they work with you, who believe there are ‘It all starts with character – who we are. Because who we are shapes everything we do and everyone we touch’ (Wright, 2004: xi). “Who we usually no quick-fix answers but rather a need to spend as long as it takes – How much an organisation changes will be influenced by you, your actions and are shapes and to go as slowly as is needed.’ (Harding, 1995:4) Obviously, you have to be careful as to how you present your doubts. your character. It is about who you are, the wisdom you have and the skills you bring... As Max De Pree says: ‘What we do in life will always be a consequence everything of who we are’ (quoted by Wright, 2004). we do and We trust people who we believe have integrity. People who live out the values everyone WA L K I N G O N A H O LY G R O U N D they proclaim in all aspects of what they do at work – and also outside of work. Integrity means sticking to our values in situations where we may be tempted we touch. ” I was working with an NGO to help Fekha residents in the Bekaa valley build a bridge to compromise in order to make short-term gains or bow to external pressures. to connect their village with the plantation field. The political and family dynamics in Lebanon mean you have to get everyone on board. It is just how we function. As a Flexibility is a critical character trait too for an effective consultant. As Rod consultant have to listen carefully and build consensus. After all, I am affecting villagers’ MacLeod says: ‘For me, number one is flexibility.’ An assignment can change for life style and privacy. I cannot be a development tourist. a host of reasons: misunderstandings in what is required; poor communication; I remember one evening in Fekha sitting on the “dawshak” (the floor) discussing their lack or failure of technology; participants or co-trainer not turning up; or needs and fears from the wild Labwe River; listening to their suggestions. They all unexpected conflicts. All of this requires consultants to be flexible and to have agreed to cover 30% of the costs of the bridge and to meet with the engineer the next other options to turn to. day to finalise details. But when he arrived the next day, the engineer who had a place of honour on the “dawshak”, refused to sit on the floor and insisted on a chair. He humiliated the villagers F L E X I B L E FA C I L I TAT I O N with his request and showed great disrespect for their traditions. As a result, the I like to plan my trainings well. I’m quite meticulous, a bit of a perfectionist. So I was villagers completely refused to work with him. This ended the whole bridge project. It way out of my comfort zone with this conflict mitigation training in Northern Lebanon. took me many months to repair the trust the engineer had so carelessly damaged. Despite my frequent attempts to find out the needs and expectations of the 30+ participants, the Project Manager was too busy even to return my calls and emails. I Isaam Karam only found out the venue the night before! Part of me wanted to refuse to go, but I was working on being more flexible. I thought to myself ‘I can only give the best of what I can and, after all, I’m doing this for the good of the participants, not the funding agency’. Humble consultants believe they are not yet as good as they can be. They are anxious to learn and improve. But neither are they falsely modest. They are aware of When I arrived at the venue, I found an empty restaurant, a few sofas and a projector. what they do bring. They are self-assured and confident in their own identity. They It was my nightmare. Eventually people turned up. I started by asking about what they do not need to be needed nor to be in control or need to be liked. A self-assured were hoping for from the training. They said, they had no idea. They did not even know consultant is in a much better position to enable a client to own their change. They the topic. They had just been told the previous evening that they had to turn up for a have the patience to allow the client to move at their own pace. They do not need training. instant results to prove to themselves and others how wonderful they are. I quickly had to ditch my PowerPoint presentation on conflict as the electricity cut every 10 minutes. Instead, we worked with case studies and simulations, especially Trustworthy consultants are inclusive. They believe that everyone has a voice important as almost all participants were fasting for Ramadan. I encouraged them to and that everyone’s opinion is valid, regardless of position, status, ethnicity, gender find a live issue of conflict to role-play. Some were fearful and resistant. I said it was an and beliefs. important opportunity to resolve a real problem. I promised complete confidentiality. Trustworthy consultants are courageous and honest enough to tell the truth Their subsequent role-play got to the heart of on-going major competition between – to say (in an appropriate way) what they genuinely feel, not what they think two departments in the NGO. It even revealed solutions. People were energised. You the client wants to hear. It is about giving face-to-face feedback in the way they could see hope in their eyes. They left committed to resolving the matter with their believe is most likely to catalyse change. This might mean having the courage to management. This was probably the worst organised training, but one where by being ‘speak the unspeakable’, to confront abuses of power, even when it might cost flexible I feel I really made a difference. them the contract. Nora Daccache We believe that for consultants to be trustworthy, they need to put their heart and soul into their work. Humility is a vital character trait particularly because consultants are seen as the experts with the answers. Humble consultants are aware of their strengths, but humble enough to listen deeply. They accept that, while they may have something to bring, the client has the answers. They realise the limitations of any consultancy; all they can ever do is contribute to another’s change process. As Dave Harding advises CSO clients: ‘Above all, look for those (consultants) 36 Consulting for Change: Strengthening Civil Society 37 CONSULTING WITH SOUL with its contracts and deadlines, often serves to undermine client ownership. To consult with soul, we have to say ‘no’ to assignments that We know from experience that we are more likely to inspire change in the clients do not really own – however lucrative they may be. civil society if, as consultants, we: Even if the client does own the need for change at the beginning, this Focus on the client’s change, not the contract. ownership is not guaranteed for life. Ownership is fragile and can be easily lost. Therefore, the methods and approaches we use throughout the Ensure the client genuinely owns and drives the process consulting process have to cultivate shared understanding and strengthen Get to the heart of the matter, and engage with the inherently their commitment to change. Consulting with soul is about enabling a emotional elements of change. collaborative process of self-discovery. It builds collective responsibility for Bring the very best of who we are, including our integrity, courage implementing change. and humility to every assignment. We call this ‘consulting with soul’. GET TO THE HEART OF THE MATTER To catalyse genuine change we need to look below the waterline. We may FOCUS ON THE CLIENT’S CHANGE need to identify and then work on the underlying beliefs and attitudes Consulting with soul is not simply about fulfilling the terms of that cause people in an organisation to behave as they do. Change is reference, making an accurate analysis with sensible recommendations, personal. Too many consultancies content themselves with simply treating writing an excellent report on time, nor even leaving a client satisfied. superficial symptoms. Consulting with soul goes as deep as the client All of these may be necessary, but they are not sufficient to catalyse allows, getting to root causes. change. Consulting with soul creates safe spaces for people to hear constructive, Most consultants probably put too much emphasis on the written challenging feedback. Change is an emotional process that touches report (and so do many clients for that matter). Reports are a tangible people’s hearts. It often involves the pain of identifying areas that need output, proving the work has been done, but too many of these to change. It is not a fault-finding process, which leaves the client feeling, reports simply gather dust on office shelves or are forgotten in some judged and criticised. Instead, it intentionally engages positive emotions. remote part of the organisation’s computer system. Reports are a blunt Excitement and hope for the future are essential elements in catalysing and often brutal tool for catalysing change. It is a bit like trying to do change. An appreciative approach, playing to strengths, building on assets intricate surgery with only a hammer. encourage hope in the client that they can change. Reports are not the end goal of the assignment. At best are only a So consultants need to be competent to identify what is really going means to an end. The end is about change. Our focus as consultants on below the surface and to be able to manage the strong emotions. must be on how to provoke positive change in the client. We need to Emotional intelligence is at least as important for consultants, than the think through how best to give feedback, how much to say (and what supposedly ‘hard’ skills of contracting, analysis and writing. not to say). We need to think about who we need to feedback to, where and when. It is all about considering what will make someone think and behave differently as a result of our work. Consulting with soul focuses on inspiring the client to change. ENSURE THE CLIENT OWNS AND DRIVES THE PROCESS Whether it is the World Bank evaluating the impact of all their work or a small CSO working with a remote community – change is all about ownership. Ownership is arguably the single most important ingredient in provoking change. Genuine, lasting change comes from within, even if it is triggered by external events. So for any consultancy to be successful, the assignment has to be owned and driven by the client. The attitude of the leadership is particularly important. We may have to wait until there is genuine openness and willingness to change before we get involved: It is so easy to pay lip service to client ownership. Yet the aid system, 38 Consulting for Change: Strengthening Civil Society 39 BRING THE BEST OF YOURSELF Inspiring another organisation to change is incredibly complex and sensitive. Change can touch people’s values, identity and sense of purpose. “The KEY LESSONS It is like walking on sacred ground. We need deep respect for where people success of an In any assignment, consultants can play a variety of roles between are. We cannot be effective in sensitive areas if we let our ego and self- the two extremes of taking a directive (expert) approach to a hands- interests dominate. If we dump our own baggage on them. intervention off, facilitative approach. Consultants and clients should have similar We love tools. People are always asking for frameworks, exercises and depends on expectations of what role is most appropriate in each situation. Consultants can also alter their style to fit the needs. At times, they processes to use. Up to a point, this is great. We need to have these, but we can easily become too focused on the particular tools and lose sight the interior should use a prescriptive style but, at others, a more catalytic style will be more effective. Sometimes consultants need to be accepting, at of what really matters. They sometimes give the illusion of easy answers. Consultants often have to resist the pressure to bring quick-fix tools. People condition of the others confrontational. and organisations change through relationship. The relationship with intervener. ” Consultancies often go wrong for similar reasons. Sometimes they the consultant is critical. Ultimately, the most important tool will be the are about the client not really knowing what they want and having facilitator him or herself. unrealistic demands. At other times, it is more because the consultant is juggling too many other things. It is worth identifying common A consultant has to listen, analyse, challenge, confront, inspire, energise pitfalls to avoid them in our work. A core principle is ‘do no harm’. and instil hope. It is not about the tools we know, but the way we use them. The commercial sector already realises this. William O’Brien, the CEO of The answer to ‘Why should anyone pay you as a consultant?’ comes Hanover Insurance Company, said: ‘The success of an intervention depends down to whether we have the commitment, the competence and the on the interior condition of the intervener’ (quoted in Wright, 2004). character to assist. It is about becoming a trustworthy consultant. Consultants are their own best tool for catalysing change. It is Like all tools, we need regular maintenance and care. Being a consultant is therefore about being authentic. This means knowing ourself deeply, not an easy profession. It can be lonely, as it often involves time away from our strengths and weaknesses, our natural tendencies, the power we home and family. It requires a degree of ‘stress hardiness’. We have to live bring to consultancies and our likely biases. with the paradox of us not being in control yet feeling accountable for the results. When things do not go as planned, we can lose enthusiasm and To be effective as consultants in inspiring civil society organisations to self-confidence. If unchecked, it can lead to burnout. change, we looked at what it meant to consult with soul. In essence, it is about: We need to keep ourselves fit for consulting – physically, emotionally, mentally and spiritually. If we are not physically well, we will underperform. 1. Focusing on the change in the client, not the contract We have a duty to our clients to look after ourselves to make sure we are 2. Ensuring that the client owns and drives the process as healthy as possible. It is about watching what we eat and drink, ensuring 3. Getting to the heart of the matter we get enough exercise, sleep and rest. Emotionally, it is about investing 4. Bringing the very best of yourself in and spending quality time with family and friends. Doing things we enjoy, that help us switch off. For many people, their faith is an important Having looked at our understanding of change and who we are as way to keep motivated and connected to a sense of higher purpose and consultants, we are now ready to set off on the journey of change. the meaning of life. Spiritual practices like prayer, meditation, retreats, meetings, or pilgrimages can help bring perspective, and keep us humble. They may remind us of the privilege of a consultants calling. To bring the best of ourselves, we need to look after ourselves, to create habits for life-long learning, set appropriate boundaries and undertake consultancies that play to our strengths. It means creating a healthy work- life balance. It is about consulting from a place of rest, not stress. 40 Consulting for Change: Strengthening Civil Society 41