Do you need more bandwidth to do get things done? Have you thought of boosting your energy and speed for a period, to get to a better state, this summer?
Can I interest you in a visualization of what that would be like?
“The hard part is not only the first step, it is to follow through with enough of the right steps so that progress is seen – and believed in – which leads to minds that shift, confidence that grows, ambition that lifts, and the establishment of a new type of working style”.
You know what it is you need, and you do what you need to do. How is it going? What if you got some leverage, more of “you” – the version of you that comes in fresh from the outside, with time and energy to finish things, for you. If you are new to working with an independent consultant, can I interest you in a visualization of what that would be like?
Every few months I experience a new business environment. It is always exciting because as much as I have traveled, met people and accomplished things, it is never the same. I travel to you, or join you in a videoconference, and listen to your take of what the problem is, how you and your team want and need to change. We connect. There may be things in common between us. I reflect on what you say. I recognize typical effects in your situation, ask questions, some that make you think again and revisit your conclusions. You introduce me to your team and customers, and we start to work.
Having served over four dozen clients on the same number of topics, over a dozen years, (across a dozen countries,) I come to you rich with ideas on how to approach situations, and I do treat each as its own. As I work, I visualize what I have seen, using simple slides and data; I share how I think, making it easy to follow and for you to prioritize. If I have a different ambition than you, then we discuss. As I think you agree, it makes little sense to work towards unreasonable objectives, nor is it worth having me around if no real change is achieved. The more time you have, or give, the better we work as one mind. If trade-offs are hard, I help to elegantly put words to it, and can be a communicator and translator, if you want. It is hard to “educate upwards” in organizations, but it is sometimes needed. A few examples:
a key SEC metric goes misunderstood for months, and nobody clarifies it
a decisional forum “thinks” (but does not verify) that a business case has been reviewed in the appropriate way
an executive needs reminding of policy, or how sourcing governance is done