Cross functional collaboration drives the consulting process
By Megan
[M]ost of all, we collaborate with the client team. I’ve learned that there is large value created in the exercise of simply asking questions, as it forces the client to think through things that they may have been too busy or too focused on smaller details to think about.
By the third meeting with our client, my team felt more confident in taking the reins on setting agendas and guiding the client team through the process that she and I worked to develop. Our consistent weekly meetings have allowed us to work through elements of the project together and stay on the same page. It is necessary time to debrief on client meetings and set a plan for next steps. We always came from the approach of meeting the client halfway. Do the work. Translate the documents. Learn about their programs and apply your learnings to their specific activities. Our client meetings have evolved to become more interactive and transparent. We utilized our most recent meeting as a platform for brainstorming key performance indicators based on relevant Sustainable Development Goals.
Collaboration is a key part of the process elsewhere too. It is important to tap into all your resources. Early on, we made an effort to connect with people who could help provide insight into the project. Our first external meeting was with a student who worked with the same client last semester on a scope of work involving fundraising. This kind of collaboration helped us glean the kinds of challenges and opportunities we could potentially face. We learned details on which mistakes to avoid, how the client team prefers to work, and what the overall process was. We learned to be sensitive in our approach, to listen carefully and consider the circumstances of the client.
As we began to deepen our understanding about the challenges our client has been facing, such as the need to structure their volunteer program, comprised of non-experts and experts, and motivate staff, we decided to leverage our network and set up meetings with individuals who could share best practices from their work experiences. We met with representatives of Greentown Labs and CleanTech Open North East, both of whom provided us with insight into how they manage and incentivize their volunteers and pro bono consultants, what drives their company employees’ work, and examples of ways to structure various organizational programs. We extended the introduction and meeting invite to another team in the class who has been working on a different project with overlapping challenges in the arena of pro bono consultants. Their questions also proved valuable for our project.
Of course, most of all, we collaborate with the client team. I’ve learned that there is large value created in the exercise of simply asking questions, as it forces the client to think through things that they may have been too busy or too focused on smaller details to think about. Using tools and analysis to paint the bigger picture helps the client visualize their current resources and framework. It also creates clarity for your team in terms of laying out what the next steps are to lead the client towards implementing an effective plan or process.
By walking the client through your methodology, they also learn how to replicate the work when goals shift and evolve in the future.