✵ The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully Epub ✸ Author Gerald M. Weinberg – Thomashillier.co.uk

The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully Consulting May Be Defined As The Art Of Influencing People At Their Request The Secrets Of Consulting Takes You Behind The Scenes Of That Art, Explaining In Detail Why The World Of Consulting Seems So Irrational, And Some Very Practical Steps You Can Take To Make It Rational Topics Include Gaining Control Of Change, Marketing And Pricing Your Services, What To Do When They Resist Your Ideas, And.The Secrets Of Consulting Has Been Used In Dozens Of Different Fields.


10 thoughts on “The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully

  1. says:

    A quick read and actually pretty utilitarian Weinberg has that peculiar sense of humor of older systems i.e computer science guys an unhealthy love of puns, alliteration, riddles, goofy parables, etc but it doesn t interfere with the clarity of his messages This is not consulting as a methodology or a framework akin to what one may expect from a McKinsey or HBS alum By his own description Weinberg sees the role of the consultant less as a problem solver andas a jiggler som A quick read and actually pretty utilitarian Weinberg has that peculiar sense of humor of older systems i.e computer science guys an unhealthy love of puns, alliteration, riddles, goofy parables, etc but it doesn t interfere with the clarity of his messages This is not consulting as a methodology or a framework akin to what one may expect from a McKinsey or HBS alum By his own description Weinberg sees the role of the consultant less as a problem solver andas a jiggler someone that disturbs a system just enough critical point JUST enough so that the system and the people within it becomerobust at solving their own problems or, even better, at anticipating and preventing problems He s just cynical enough to maintain a realistic stance, which is refreshing to those who balk at the latest book touting 5 steps to global domination Recommended for anyone in a managerial role or overseeing any process improvements or work involving structural aspects of a system


  2. says:

    This book is a very quick read because it is a bunch of ProTips smashed together I had a co worker tell me that this is a book from the point of view of an old school consultant I think the consulting work I will be doing will somewhat relate to what Weinberg has written, but it will also bestructured as well view spoiler None of what I am listing will make sense without Weinberg s examples, but these are the things I thought were most important 1 Why Consulting is so Tough There is This book is a very quick read because it is a bunch of ProTips smashed together I had a co worker tell me that this is a book from the point of view of an old school consultant I think the consulting work I will be doing will somewhat relate to what Weinberg has written, but it will also bestructured as well view spoiler None of what I am listing will make sense without Weinberg s examples, but these are the things I thought were most important 1 Why Consulting is so Tough There is always a problem It is always a people problem Paid by the hour not the solution Only promise 10% improvement if over that help the client take all the credit Whatever the client is doing advise something else If they don t hire you don t solve their problem Once you eliminate 1 problem 2 gets a promotion2 Cultivating a Paradoxical Frame of Mind Don t be rationale be reasonable You don t get nothing for nothing trade offs The better adapted you are the less adaptable you tend to be too close to the problem Consultants most effective on 3rd problem The orange juice test We can do it and this is how much it will cost 3 Being Effective When You Don t Know What You re Doing If it ain t broke don t fix it most problems are self healing so interfere gently If what they ve been doing to fix the problem has not worked tell them to do something else Make sure they pay you enough so they will implement your suggestions setting the right fee Don t give up the treatment too soon and don t stick with it too long a fine balance of medicine and method Can t fix feature Can t feature fake If you fake it, it must need to be fixed Featuring is spin, but faking is lying and bad all around including using euphemisms.4 Seeing What s There Specialists might only try to solve problems using their preferred understood method Using the same recipe gets you the same bread You need to understand context to understand how not to repeat the same mistakes Study for understanding, not for criticism Look for what you like at about the present situation and bring it up to the client People never run out of reasons The name of the thing is not the thing When doing interviews Clients always know how to solve their problems, and always tell the solution in the first five minutes 5 Seeing What s Not ThereThis section is all about following you intuition, and recognizing when the problem might be what s missing, not what is in front of you Be aware of your own limitations Use other people, including those outside of the scope of the problem Other cultures can give insight into what we aren t doing Laundry lists help you too look at everything, not just what could be important Sometimes far fetched is only shortsighted If you can t think of three things that might go wrong with your plans, there is something wrong with your thinking Create analogies Move to extremes Look outside the boundary Look for alibis versus Explanations Words are often useful, but it always pays to listen to the music 6 Avoiding Traps What you don t know may not hurt you, but what you don t remember always does If you know your audience, it s easy to set triggers The thought that disaster is impossible often leads to an unthinkable disaster called the Titanic Effect because they thought the boat was unsinkable so they didn t need all those life boats and didn t need to avoid icebergs Try to develop your subconscious triggers, those things that already crop up to help you remember important facts7 Amplifying your Impact Jiggling un sticking the system overload and communication and remember less isTry to change awareness and perceptions by understanding internal behavior and feelings.8 Gaining Control of Change Some of the time, in some places, significant change happens especially when people aren t working hard at it Cucumbers getpickled than brine gets cucumbered The best way to lose something is to struggle to keep it Big and lasting change originates in trying to preserve the thing that will probably change most Put your money where your mouth is to get people to show you their confidence in the system.9 How to Make Changes Safely Nothing new ever works, but there s always hope that this time will be different Back ups are important, and make sure that you only make one new change at a time Trust everyone, but cut the cards When you create an illusion, to prevent or soften change, the change becomeslikely and harder to take 10 What to do When They Resist You can make a buffalo go anywhere, just so long as they want to go there 11 Marketing Your ServicesWeinberg Laws of Marketing 1 Consultants can exist in one of two states I Idle or B Busy2 The best way to get clients is to have clients3 Spend at least one day a week getting exposure4 Clients areimportant to you than you can ever be to them5 Never let a single client havethat 1 4 of your business6 The best marketing tool is a satisfied client7 Give away your best ideas8 It tastes better when you add your own egg9 Spend at least 1 4 of your time doing nothing10 Market for quality, not quantity12 Putting a Price on Your HeadWeinberg Laws of Pricing 1 Pricing has many functions, only one of which is exchanging money2 Thethey pay you, thethey love you The less they pay you, the less they respect you.3 Money is usually the smallest part of the price4 Not a zero sum game5 If you need the money don t take the job6 If they don t like your work, don t take their money7 Money isthan price8 Price is not a thing it is a negotiated relationship9 Set your price so you won t regret it either way10 All prices are based n feelings, both yours and theirs13 How to be Trusted Only you care about the reason you let someone else down People don t tell you when they stop trusting you Avoid tricks In their own eyes, people are not liars Never be dishonest, even if the client requests it Get it in writing, but depend on trust hide spoiler


  3. says:

    One of the best and most enjoyable business books I ve read Certainly on my top 10 list I came across this in some IT book club it was a 30 paperback and I was aghast Have since probably bought and given out 50 copies Gerry, you can send thanks to engineers, auditors, and others who need to bring humor and sense to situations It has sayings Things are the way they are because they got that way Remember it.


  4. says:

    The author has been a consultant since age 13, when he worked at a local supermarket as a substitute stock boy, noticed that no one was buying the rutabagas, and suggested to the produce manager that they be thrown away, and their shelf space be utilized for something with greater turnover The produce manager told Weinberg that this was a great idea, did as he was told, and asked him, Now, what is the least popular vegetable Weinberg learned the lesson for good if a consultant solves the cu The author has been a consultant since age 13, when he worked at a local supermarket as a substitute stock boy, noticed that no one was buying the rutabagas, and suggested to the produce manager that they be thrown away, and their shelf space be utilized for something with greater turnover The produce manager told Weinberg that this was a great idea, did as he was told, and asked him, Now, what is the least popular vegetable Weinberg learned the lesson for good if a consultant solves the customer s number one problem, he promotes the number two problem to be the new number one This book consists of about a hundred anecdotes like this, from which the author derives universal rules Weinberg worked as a consultant for Ford on the Edsel, a famous failed product strange in his blog he says that around this time he worked on the operating system for the space tracking network used by NASA s Project Mercury He says that the Edsel was a failure because Ford tried to put too many new features into one product the rule is that new features should be introduced into products one at a time I easily came up with a counterexample the Toyota Prius was a radical redesign of the car it was the first mass produced hybrid vehicle it has a planetary gearset instead of a transmission it has an Atkinson cycle engine instead of the ordinary Otto cycle and it has been a great success for Toyota I must say that the rest of Weinberg s rules are equally problematic One is If you can t fix it, feature it I have read this rule before as, If at first you don t succeed, redefine success Maybe someone can in fact fix it, and will put you to shame


  5. says:

    The Secrets of Consulting by Gerald Weinberg is a book about the learning and wisdom of Weinberg s consulting career The Secrets of Consulting from the outset seems like it is specifically aimed at consultants or perhaps employees in larger corporations but as soon as you read it, you instantly become aware that this book contains advice and wisdom for your life While all of the advice usually centers around consulting cases it is most of the times applicable for your life as well As a result The Secrets of Consulting by Gerald Weinberg is a book about the learning and wisdom of Weinberg s consulting career The Secrets of Consulting from the outset seems like it is specifically aimed at consultants or perhaps employees in larger corporations but as soon as you read it, you instantly become aware that this book contains advice and wisdom for your life While all of the advice usually centers around consulting cases it is most of the times applicable for your life as well As a result this book becomes a lotthan advertised The style of the book is also delightfully conversational It never becomes a bore to read due to Weinberg s ability to illuminate his learning in a funny and personal way It however also backfires sometimes where I was not sure how true an anecdote was Somehow it bothered me a bit, if I can t trust the author, how can I trust anything else in this book.All in all a good book on consulting, on work and on life The lessons from this book are applicable to most situations in your life and in your work


  6. says:

    Finished the book in three days and enjoyed it very much.Afterwards I wish I d read it earlier, and I d like to compare it with How to Win Friends and Influence People Both books introduce a lot of principles, backed by enjoyable and memorable stories, that you can apply to your life for great effect right away.Also, it finishes off with a great list of other books you might enjoy reading on different subjects one of them being the book I just mentioned.


  7. says:

    Very thought provoking and humorous book Although it leaves the reader withquestions than answers it definitely contains numerous advice on the subject I only wish I read it before I started to be a consultant.


  8. says:

    Worth reading for everyone involved in business.


  9. says:

    Best SanityChecklist Ever If something going wrong, probably it s you If it s not you then it s definitely other people But never tools or situation Read and check yourselves.


  10. says:

    Laws of life, with a great Jerry Weinberg s spice


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