Adapted from “Field Guide to Consulting and Organizational Development” – to obtain the entire book, select “Publications” at http://www.authenticityconsulting.com
Establish the Project Team
At this point, it will be useful to form a project team. The team members can be an invaluable asset to you. They will act as a liaison between the project and the rest of your client’s organization.“Job Description” for the Project Team
The “job description” for the team might be to work with you to: 1. Customize plans and activities during upcoming phases in the consulting cycle. Team members could give you feedback to ensure that project activities suit the nature and needs of your client’s organization. Team members often know more about the organization’s culture and how to work withinthat culture. Review various drafted results from the consulting process. For example, team members can help develop and review plans for data collection, collect and analyze that data, generate preliminary recommendations and conduct presentations. Monitor progress of the project. Team members should know the project plans and be aware of the implementation status. Members can help, for example, bymodifying plans and/or activities to get back on schedule or by changing schedules. Sustain momentum throughout the planning process. Team members can show enthusiasm and support for the project. Other members of your client’s organization can be inspired if they see team members really believing in the project. Answer various questions from you during the project. There will be times when you donot understand various terms and practices within the client organization. Team members can explain what is happening, any effects on the project, and suggest how the project might be modified.
Who Should Be on the Project Team?
The team should include five to eight highly committed individuals. That size often seems to provide the most appropriate range of energy,participation and decision-making ability. Membership on the team depends on the desired project outcomes and the scope of activities. If the number of employees in the organization is 10 or less, you might include all employees on the team. It often helps if the team is comprised of a cross-section of the employees, including executives, middle managers and entry-level employees. A cross-functionalteam can help to ensure that all levels of the organization have a chance to provide input to the development and implementation of the action plans for change, thereby increasing the ownership and participation. Also, a crossfunctional team can bring a rich diversity of ideas often useful in generating diverse perspectives and opinions during the project. You should seek to include the people whocan make decisions about the project, can ensure that the project is fully resourced to achieve its desired results and are affected by the project. Ideally, the Team can include members from outside the organization, such as investors and specialists in the areas of products and services. The following guidelines will be helpful.
Copyright; Authenticity Consulting, LLC
Adapted from“Field Guide to Consulting and Organizational Development” – to obtain the entire book, select “Publications” at http://www.authenticityconsulting.com
The Chief Executive Officer (CEO) should be on the team. The CEO provides ongoing visible legitimacy, along with the ability to make decisions and provide historical information about the organization. If there is a likelihood that the CEOwill not be on the team, members of the Board and the CEO should have clear and credible reasons for excluding the CEO. Include the person responsible to ensure the project is finished. Usually that person is the CEO. If someone else has primary responsibility, find out who that person is as soon as possible – that person is critical to the success of your project. Encourage the Board Chair to...
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