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About the reader

About the reader

As I sit at the keyboard trying to visualize what you look like, where you are reading this book and what you plan to do with it, many thoughts come to mind. I see a person who has just left a large company and is about to jump into the white water rapids of consultancy; an internal consultant who is looking for practical ways to improve how they fight their way through the political maze; and an experienced consultant browsing in a bookshop to see if there are any new change tools on the market. I can picture a range of people who might be able to use the ideas in the book. They are not looking for a definitive answer to their problems, just a way to put more structure and consistency into their personal engagement framework.

I believe there is value in this book for anyone who helps others to change. However, it might be useful to indicate the potential reader base and the value they might get from the book.

  • Experienced practitioners: Although they might already be familiar with some of the ideas in this book, they will find a number of frameworks that they have not encountered before. The underlying idea behind the book is to offer new diagnostic models, not just existing ones.

  • Competent consultants: They will be competent in a range of roles and might have managed change both as a consultant and practitioner. The book will offer a range of new tools and techniques and, importantly, a valuable structure that will enhance their ability to manage change across various scenarios.

  • Absolute beginners: They have seen the change consulting process in action but have never taken direct responsibility for a client project. The book will provide a valuable insight into the way that assignments can be managed and in particular how to leverage, rather than control, change.

Treat the book like an airline timetable - not as something you might read every day, but as a guide when you are planning your next round-the-world trip and certainly as something to keep in your briefcase. Although you will have your own experiences and maps, this book will help when you come across new problems or opportunities.

The Seven Cs of Consulting is written on the assumption that you have the capability and knowledge to effect the perfect change consultancy. However, consultants are neither rocket scientists nor miracle workers: they are human beings who want to learn; sometimes forget techniques; and who need the occasional tool in a tight spot. I believe that this book will be an invaluable companion to help you on the odd occasions when you are human too.

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