1.5 - About University

Expertise Key relationship Typical problemsdelivery stage Key logical issues issues at this stageExploring theNeedClarifyingExpectations/CommitmentsGatheringInformationRecommendingChangeTaking Stockor ClosingGetting at causeGetting at the underlying needDistinguishing what is wantedfrom what is neededScoping the problemClarifying outcomesClarifying rolesClarifying process and nextstepsData gathering and diagnosisMapping the systemUnderstanding that makingrecommendations meanschangeSelling the changeWrapping up the consultationImprovement planningEstablishing rapportEstablishing trustAssessing readiness for changeClarifying rolesClarifying stakeholdersClarifying commitmentsBuilding ownershipMapping the stakeholder systemDealing with naturalreservations and resistanceTransfer of ownershipDetermining roles in changeJumping to cause or actionAccepting presented cause atface valueUnclear problem leading to illdefinedprojectsNot thinking ahead to keyissues of client changeUnclear expectations leading toconflictOne-way expectationsScope creepUnclear/inappropriate rolesDealing with ambiguityDealing with complexityOverlooking importantstakeholdersPresenting features but notbenefitsSuppressing reservations andresistanceNot explaining whyNo follow-throughNo closureH OW TO USE THIS LEADERSHIP TOOL“You do not merely want to be considered just the best of the best. You want to be considered the only ones whodo what you do.”—Jerry GarciaBesides having an effective expertise delivery model, powerful professionals need to begin bystepping back and looking at their roles strategically. They need to ask—and answer—lots ofsearching questions about how they deliver expertise inside their organizations:✔✔✔✔✔✔✔What are the external pressures on, and strategic direction of, our organization?What can we offer that is more strategic to the organization?Where do we currently spend our time? With which internal clients? External customers?How do we help our clients with strategic changes in our domain of expertise?Who are our major clients? Who should be our clients? What services do we offer them?How do we market value-added services inside our organization to our clients?To which requests should we say “No,” because they are low in value; which do we outsource?Note that all of these questions are asked in the plural. Although individual professionalsneed to think through their individual strategies, it is much more powerful for an entire professionalgroup, rather than just its individuals, to clarify these strategic issues. The benefits ofSECTION 13 TOOLS FOR LEADING PERFORMANCE 425