Sometimes a client organization is less than enthusiastic about the change initiative management has started. To what extent is my job as consultant to support the change culture?
Although your scope of work is between you and your client sponsor, anything you can do to support, encourage and facilitate the success of your client's change effort is within your potential scope. Consider that the staff may be reflecting some bad experiences with prior change efforts, the general state of their business or their relationship with management. It also may be that the focus of change is on rational/process aspect and neglects the emotional aspect.
Given that you may be involved with many of the staff, and certainly management, your enthusiasm can make or break the change effort. The ways you prepare for and conduct meetings, the premise under which you interview staff, and the "informal" time you spend talking to staff during the engagement are all reflections of your own enthusiasm for the engagement. If you add a little fun into your change processes with staff (e.g., showing videos appropriate and relevant to the change effort, facilitating upbeat engagement between staff, creating and reinforcing a positive theme to change) they will react more positively to you and the effort. How do you react to people who are "all business and no fun"? Fun can't replace competence but the combination is a powerful addition to your effectiveness.Tip:
Make culture an explicit part of your discussion with your client about your engagement. Tread cautiously if your client is not in the mood to make the change effort a positive experience. You don't want to create an environment at odds with that desired by your client. However, a spirit of excitement and enthusiasm can be a high value-add for your engagement.© 2009 Institute of Management Consultants USA