List of Competencies Critical to the Internal Consultant

February 8, 2009 by kutenk
Filed under: Consultings 

If you intend to use Internal Consultants within your organization, here are List of Competencies Critical to the Internal Consultant and their associated behaviours.
Collaborates with others Ensures that interpersonal relationships with clients, peers, and others in the organization are collaborative, healthy, and team based. Seeks balanced, win-win partnerships. Emphasizes follow-up and good customer service. Is humble, caring and compassionate, and capable of celebrating client’s success.
Establishes credibility Establishes credibility and respect by doing good work, delivering value, and achieving results. Holds high ethical standards, maintains integrity through professionalism, ethics, and contracting. Provides realistic picture to client of what is achievable in the time available through clear expectations for the roles of client and consultant partners, the degree of difficulty of change, and the approach used.
Takes initiative Is assertive in taking a stand, delivering tough messages, and pushing for decision and outcomes. Demonstrates entrepreneurial spirit. Acts to achieve results tied to the organization’s goals. Understands, respects, and effectively uses power in the organization to assist clients in achieving their goals.
Maintains detachment Is able to remain detached from the organization to maintain independence, objectivity, and neutrality. Is able not only to be sufficiently congruent with the client organization to find acceptance, but also able to keep an external mindset to provide more balanced perspective. Avoids getting trapped into taking sides or carrying messages.
Markets the value of Organizational Development (OD) Helps clients and the organization understand the practice of OD and the value the practice delivers to them and the organization.
Works toward clarity of roles with other staff assistance units (e.g., HR consultants, quality improvement staff, finance, or information technology consultants). Offers clear statement of organization development products and services as distinct from products and services offered by others in the organizations. Also clarifies products and services as distinct from external consultants. At times manages contracts with external consultants.
Demonstrates organizational savvy Understands and knows how to succeed in the organization. Builds relationships with senior leadership and develops an extensive network of contacts at all levels. Leverages insider knowledge to address organizational issues. Uses appropriate judgment, recognizing cross-functional interdependencies, political issues, and the importance of cultural fit. Recognizes the importance of systems thinking.
Acts resourcefully Is able to use imagination, creativity, and forward thinking. Is resourceful, flexible, and innovative in utilizing methods and resources. Is not wedded to a specific approach. Takes advantage of windows of opportunity; most often functions with “just-in-time” approach to client needs.
Understands the business Knows what makes the business run as well as the key strategy. Is able to think strategically and leverage support for critical strategic issues. Supports managers in aligning the organization with the strategy.

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