But then, taking the evaluation down to the next level, what really set consultants apart were the 'softer' skills the person brought to bear. By softer skills, I refer to character traits and interpersonal skills…….e.g., how does a consultant interact with other folks and the client organization. In my experience, I worked with lots of 3rd party consultants. And while most of them possessed the subject matter experience, a lesser degree had a strong, balanced mix of the softer skills required to get the job done.
I recall several examples of very smart and experienced consultants coming in to an organization, only to see them not thrive and stand out due to personal conflicts, ineffective communication, and just not fitting in and gaining trust and credibility within the organization.
The 'superstar' consultants I worked with really seemed to be a natural extension of the company at which I resided. They knew all the key stakeholders, developed good relations, understood the company culture and norms, and effectively 'blended' in with the daily activities. They adapted their behavior to individual and group dynamics, but weren't afraid to challenge the status quo. They constructively dealt with conflict and criticism, and knew how to keep the ball moving forward.
Early on in my career, when I worked for a 'Big 4' Consulting firm, I thought the key element to success would be driven by the knowledge gained through client projects. Actually, the success achieved was more a result of client interactions and relationship building. Of course, we had to grasp and well understand the client topics / issues, but the most challenging aspects of the work were 'dealing with people'. And this is when I recognized the critical importance of the 'softer' side of consulting.
So, without further ado, here are the Top Ten 'soft' skills displayed by the 'superstar' consultant (in no particular priority order):
- Blends in to the client's culture and norms. They speak the same language, and the client refers to these consultants as 'one of us' as opposed to 'one of them'.
- Develops and maintains a strong network of supporters within the client organization.
- Understands how to 'navigate' the client's organization – in order to bring in the right folks at the right time.
- Recognizes when to 'agree' and 'disagree' with the client, in a manner in which the client appreciates both forms of feedback.
- Filters thru the everyday 'data / noise' to discern the facts, and can piece together various data points to understand trends and draw conclusions.
- Communicates well, often, to the right audience, and in the right forum.
- Exerts influence over a diverse team of stakeholders to steer folks in a common direction.
- Is very likeable – at all levels and with all relevant groups / teams.
- Adaptable – adjusts to changing situations. Knows when to revise the strategy, approach, plan, etc.
- Displays humility and a sense of humor.
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