The Practice of Professional Consulting (PDF)

Preface Acknowledgments PART I SETTING THE STAGE CHAPTER 1 THE NATURE OF CONSULTING It's an Industry Types of Consulting Trusted Consultant and Advisor Consultants Qualifications What is Professional Consulting? CHAPTER 2 WHY COMPANIES HIRE CONSULTANTS Why Consultants Are Needed Fast, Bigger, Better, Cheaper Outcomes Forces That Drive Business Consulting Expectations of Consultant's Service Changes in Client's Business and Organization Needs Future Challenges CHAPTER 3 A MODEL FOR PROFESSIONAL CONSULTING What Do We Mean by process A Framework for Consulting The Four Stages of Consulting The Four Roles of Consulting Consulting Competencies PART II APPLYING THE MODEL CHAPTER 4 STAGE ONE: THE DEVEOLPING AND DESIGNING PROCESS Stage One Competencies - Winning Business Understanding the Client's Business and Industry Making A Good First Impression First Meeting Dynamics CHAPTER 5 STAGE ONE, CONTINUED: ASSESSING CLIENT NEEDS AND MANAGING EXPECTATIONS The Purpose of Conducting a Needs Assignment Types of Questions - The Fundamentals Conducting A Needs Assessment - A Question Strategy Needs Assessment--Listening Actively Proposal Development Process Managing Expectations CHAPTER 6 STAGE TWO: THE MOBILIZING & ALIGNING PROCESS Stage Two Competencies: Mobilizing and Aligning Work and Project Plan Reviews Risk Assessment Project Launch Meetings CHAPTER 7 STAGE TWO, CONTINUED: TURNING CONSULTING GROUPS INTO TEAMS Defining a Team Stages of Team Development Diagnosing Group Performance How Team Building is Conducted Special Problems in Team Building Characteristics of High Performing Teams Project Leader Style Needed for Team Building CHAPTER 8 STAGE THREE: THE BUILDING & PRODUCING PROCESS Stage Three Competencies--Building and Producing Data Gathering Performance Management and Coaching Coaching Consultants Motivating Consultants Progress Review Meetings Navigating Organization Politics Project Management Issues CHAPTER 9 STAGE FOUR: THE IMPLEMENTING & DEPLOYING PROCESS Stage Four

THE AUTHOR

Edward Verlander is chairman of Verlander, Wang & Co., LLC, an international management consulting firm that delivers services in strategy, organization change, leadership development, and executive coaching. Clients are world-wide and embrace the Fortune 500, numerous European technology companies and, most recently, the public and private education sectors in China. He also teaches MBA-level business consulting at Long Island University and has taught management at Columbia and Hofstra Universities, as well as in the business schools at Jilin University and Nanjing University in China.

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