I have been asked by my client to coach senior staff to prepare them for leadership roles. I declined because I don't have coaching training but it got me to thinking about whether you can coach a manager into a leader. How would you know who might be ready for leadership?

There has been a lot of research conducted about what makes up managers and leaders. Some of the more interesting findings reveal that the strongest differences are in the conceptions a person holds, more so than the technical or analytical skills. The manager embraces process, mediation and accommodation, attachment to groups, stability, execution, and resolving problems quickly. The leader embraces ideas, attachment to individuals, tolerates ambiguity, sets new directions, is willing to let problems become clear before driving to a solution, and has passion. These are the results of work by researchers like Abraham Zelesnik, who recognizes that leaders can be found throughout an organization, not just at the top. This is why organizations are drastically rethinking "leadership development" programs aimed at identifying "promising" managers and grooming them for the executive suite. The issue is more complex than can be addressed here but an important point is that leaders can't be made if their natural inclinations are not there.

A second finding is that the nature of what a leader does is also changing. It used to be that a leader had authority and provided direction. Organizations have changed so that leaders may be found throughout the organization. There are some who recognize Level 4 and 5 leadership traits in junior people, even without the authority normally associated with such leadership levels. Add in emotional intelligence as a prerequisite to leadership effectiveness and you begin to understand why leadership development curricula developed a decade ago are potentially dangerous when applied to today's organizations.

Tip: The conclusion is that the nature of leadership and how it is expressed throughout organizations has become quite complex. Unless you are experienced in personnel assessment, trained specifically in leadership coaching, and are keeping up with recent research, it is unwise to assume that because you are a consultant that you can "do" leadership coaching. Recusing yourself from such a request is not only ethical but also helpful to the client if you convey the importance of getting leadership right.

© 2009 Institute of Management Consultants USA

I am a believer in laying out the logical argument of why and exactly how my services will make the client's condition better. This sometimes works and sometimes seems to miss the mark. Am I missing something?

IMC has a lot of experienced marketing and communication experts who could answer this in more detail but there are a few points every consultant should know about messaging. A classic is the "message wheel" developed by Richard Vaughn, one version of which is called the FCB Grid. It was one of the first characterizations of separating how communication effectiveness varies with the audience. In this model, people are influenced by thinking and feeling, and by how involved you are personally. It is important to understand how your client sees the buying decision before you craft your marketing approach and sales pitch.

For example, in the high involvement case, the decision is critical, with a lot to lose if the decision is wrong. This is different from the low involvement decision, where the decision is not as important, can be made quickly, and there is little downside if the client picks the wrong consultant. Thinking and feeling are self explanatory, but you can see the impact on your pitch. A client who a year ago might have been in the feeling, low involvement cell would have easily made a decision with little thought, or consequences, of a bad decision. Under more duress, he or she may now be squarely in the thinking, high involvement cell, where engagement and perceived risks are high. It is a different buying environment.

Tip: This is one of many models proposed to explain how advertising, communication and messaging work, each of which has its adherents. Do a little research and pick one or more to define what is most likely motivating your prospects to purchase your services and tailor your pitch accordingly.

© 2009 Institute of Management Consultants USA