To make things interesting, I am proposing the following game: interview a consultant, win a prize! Send me a copy of the interview by Friday 26 March 2010, Sydney time.
Read the full story »I recently listened to a talk by Alan Weiss, and it got me thinking.
The people in your organisation are your assets. Each person has unique talents that can be put to work to make your organisation a more successful one.
The question is though, where is that talent focused? Is it focused on your products, your services, your relationship with the customer? Or is it focused internally: people are unhappy with the compensation system, you got that job and I didn’t.
If you take 100% of your people’s talents, what’s the percentage? What’s the breakdown?
If 30% of your people’s effort is focused on internal affairs and you can redirect it so that only 10% of people’s effort is focused internally, then that is a major boost in productivity.
Focus on what matters. Focus on the customer.
Ten years ago, what were you doing? … Ten years from now, where will you be if you keep going in the direction that you are heading?
Note: Thank you to Robert Chiu for making this post possible.
1. The importance of a résumé
A résumé is a document which summarises your background and accompanies your cover letter as part of your job application. The résumé is important because it helps you to win …
Following on from the previous post which considered whether consultants are just highly paid scapegoats, let’s consider a common consulting stereotype which sheds some light on where consultants add value.
Consultants are people who borrow your watch, tell you what time it is, and then walk off with the watch.
(Flickr: colours)
Former McKinsey consultant Victor Cheng provides us with an interesting insight. The skills that get you hired as a consultant are not the same skills that get you promoted, and the skills that get you promoted are not the same skills that take …
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