IMCI_Delhi-45th_ABCeMag-150211.161210929

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
“Corruption is
authority plus
monopoly
minus
transparency.”
- Unknown
Dear Readers,
The fever begins:
Lets hope not to read about
the corruption of the game
anymore. Hopefully!
Dedicating this issue to
Ethical Standards.
Hopefully, the professionals
may lead from the front.
Not cynical but hopeful !!!
Cheers,
February
1-15, 2011
Join „IMCI DELHI‟ on
Rajiv Khurana, CMC, FIMC
Editor
in this issue…
News 2-3
Principles for Ethical Consulting 4-6
Tips for Consultants 7-8
About IMCI & Code of Ethics 9
Certified Management Consultant TM
T he int ernat ion al cred ent i als of a
professional management consultant,
reciprocally recognised by global members
of the International Council Of Management
C o n s u l t i n g I n s t i t u t e s [ I C M C I ]
Misc. 10

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
IMCI
Delhi
Jointly Invite YOU to the
10 th Round Table
Certification and
Accreditation for
Consultants
Date:
February 23, 2011 [Wednesday]
Time:
Venue:
Registration and Tea – 5.45 pm
Round Table – 6.00 pm to 7.20 pm
Consultancy Development Centre
Core 4B, 2nd Floor, India Habitat Centre,
Lodhi Road, New Delhi - 110 003
February
1-15, 2011
Dialogue Initiator:
Chairperson:
Dr. Sunil Abrol
Dr. S.R. Mohnot
2/10
Alag Tewar,
Alag Flavour
Only 20 [twenty] seats available
on „first come‟ basis and subject
to confirmation. No fee.
For participation, please write
to: imcidelhi@gmail.com

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Management Association
of Nepal invited Rajiv
Khurana to speak at their
30 th National Convention
during February 4-5, 2011
in Kathmandu, Nepal. The
theme of the conference
was “Leading for
Performance.”
Consultant's
Role in Leading
Organisational
Turnaround
Rajiv Khurana presented
a paper on “Consultant‟s
role in leading
organisational turnaround”
to a jam packed audience
of over 250 professionals.
February
1-15, 2011
He specifically laid
emphasis on CMC, IMCI
and ICMCI during his
presentation.
You may download the presentation from:
3/10
http://thepersonnellab.com/download
http://www.box.net/shared/dyd5iooiqj
Alag Tewar,
Alag Flavour

Principles for Ethical Consulting
de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Simply put, ethics involves learning what is right or
wrong, and then doing the right thing – however, in
organizational consulting, the right thing is not always
easy to identify. Ethics includes the fundamental
ground rules by which we live our lives. Values that
guide how we ought to behave are considered moral
values, for example, values such as respect, honesty,
fairness and responsibility. Statements around how
these values are applied are sometimes called moral or
ethical principles.
Ethical consultants must have a set of principles, which
defines ethical behaviour and guides the consultants‟
actions toward those behaviours. This is true whether
you are an external consultant or an internal leader
wanting to lead employees fairly and equally. Many
times, those principles are documented as a code of
ethics. Also, consultants must be able to recognize
ethical dilemmas and have at least one tool to use to
address the dilemma. Information in this subsection will
help you to develop your principles for ethical
consulting, recognize ethical dilemmas and resolve
those dilemmas, as well.
Codes of Ethics to Avoid Behaviours That
You Perceive as Unethical
February
1-15, 2011
4/10
It is critical that you establish some major principles, or
guideposts, to ensure that you consult in a manner that
is fair and equitable and also that minimizes your
liabilities as a consultant. Those principles are your
“inner compass” in the midst of the confusion and
complexity that are typical at various times in an
organizational change effort. Many times, consultants
start developing that compass by developing
descriptions of their mission and vision for their
consulting work and the way that they want to work.
Alag Tewar,
Alag Flavour
Source: http://www.authenticityconsulting.com

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Consultants might refine description of their
preferred values and behaviours by developing a
code of ethics or conduct of conduct. Here are
some important ethical guidelines for consulting
during organizational change.
1. Do no harm to your client.
2. Keep client information private unless the client
or law requests otherwise.
3. Do not create dependence by you on your
client, nor by your client on you.
4. Anticipate and avoid conflicts of interest (for
example, representing two opposing interests at
once).
5. Do not act in the official capacity as an
advocate for your client.
6. Do not go beyond your own expertise.
7. Do not skip the discovery phase of consulting.
8. Treat others the way you want them to treat
you.
Avoiding Behaviours That Clients
Perceive as Unethical
February
1-15, 2011
5/10
To avoid unethical behaviours, you also should
develop strong self-awareness, including about
your own biases and assumptions and about the
limits of your own expertise. This selfunderstanding
is critically important. When first
establishing a relationship with your client‟s
organization, you should make every effort to learn
the culture, or personality, of their organization.
The culture is reflected in a variety of values, some
of them actually enacted and others that are
preferred by members of the organization. Ethical
behaviours should conform to the values of that
culture, as well as your own professional values.
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
February
1-15, 2011
6/10
Alag Tewar,
Alag Flavour
Examples of a Consultant‟s Unethical Behaviours
To further your understanding of ethics, it might help to consider examples
of unethical behaviours. Ethics is often a highly subjective matter.
Consequently, not everyone might agree that all of the following are
examples of unethical behaviours.
1. Because the consultant wants to have a good relationship with the client,
the consultant quickly adopts the client‟s perspective on all issues and does
not voice any disagreement with the client, thereby colluding with the client.
2. Because the consultant offered guidance or advice that was well beyond
their expertise, the client‟s organization implemented action plans that were
destructive to the organization.
3. Because the consultant did not conduct enough discovery (or “diagnosis”)
to further examine the client‟s reported issue, the client‟s organization
implemented action plans that were incomplete or destructive to the
organization.
4. Because the consultant wanted the client to promptly do as the consultant
advised, the consultant pushed their point of view well beyond what the
evidence of the discovery process revealed in the client‟s organization.
5. Because the client wanted the consultant to come to the same conclusion
about the issue as the client, the client somehow did not tell “the whole
story” to the consultant who, in turn, made the wrong recommendations
based on inadequate information.
6. Because the consultant wanted to further help the client‟s organization,
the consultant did not terminate the current consulting project when the
outcomes (that were specified in the project‟s work plan) are achieved.
7. Because the consultant wanted to help the overall community, the
consultant told investors information that the client believed was being held
in confidence between the consultant and client.
8. Because the consultant wanted to help the client‟s organization, the
consultant arranged a meeting to report concerns about the Chief Executive
Officer to the members of the Board, without telling the Chief Executive
Officer of the consultant‟s attendance at the Board meeting.
9. When the consultant learned about a particular new model or technique,
for example, in evaluation, he or she tried to convince the client of an issue
with the client‟s products or services in order to create an opportunity to
apply that new learning.
10. During the discovery phase of the consulting process when interviewing
one of the entrylevel employees, the consultant tried to build trust with the
employee by sharing his or her confidential impressions of what he or she
has concluded about the Chief Executive Officer so far.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Too often consultants try to be all things to all
people and, as a result, lose credibility. But what
happens if you do a lot of different kinds of
consulting work spanning more than one
specialty area? What's wrong with being a
generalist?
There is a time for being a generalist and a time to be
a specialist. You might appear to be useful to a wide
prospect base if you are not too specialized but your
best value comes from providing a deeper, more
nuanced and forward looking expertise in a specific
field. Some consultants have separate, customized
biographical information that they use for each of the
different audiences they serve. For example, they
might have one bio for speaking engagements,
another for mailing to specific category prospects.
Also, you might have general processes for
diagnostic work and different service sheets for each
industry segment.
That said, you may be a generalist in marketing your
services, but recognize that your client is hiring you
for a particular problem that requires specific skills.
Once you are engaged and into a project, you will
need to shed the generalist mindset and narrow your
focus. The more you consider yourself a generalist,
the more you will have to work to narrow that focus
once you start to serve the client.
February
1-15, 2011
Tip: You can't be all things to all people, but you can
be different things to different people. Position
yourself appropriately for each audience and, once
you are engaged, keep focusing to provide more
value in increasingly narrower areas of need.
7/10
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Some people have described being a consultant as a
"lonely" profession due to the independent nature of the
work,. Even if you work for a large consulting firm, you may
still be one-on-one with a client or working with only a small
team.
Consultants are brought in to help an organization. We
sometimes work solo, but more often than not we become part of
a team. As such it behooves us to learn more about effectively
working in a team environment. A number of skills are required,
such as effective listening, facilitation, persuasion, group
problem-solving, consensus-building, communication, etc. With
some focus and effort, these skills can be developed and
sharpened.
Tip: To be truly effective we must master the principles of
teamwork and leadership. Both are roles we assume at different
times and with different clients and projects.
Although independent consultants often have the benefit of
a flexible work schedule, many fail to take advantage of this
flexibility.
February
1-15, 2011
8/10
Here are some suggestions for leveraging the benefits of a
flexible work schedule: If you do not work at home, avoid the
wasted time sitting in traffic traveling to your office during
morning and evening peak traffic times. Travel to the office
before or after "rush hour."
Rearrange your time and days so that you have set aside a block
of quiet time for organizing, thinking, planning and writing. This
could be early mornings, late evenings, or weekends. Quiet time
(or time where you are disconnected from the world temporarily)
can be the most productive time for many critical tasks.
Be creative with your scheduling so that you can provide for
more than enough time to take care of your health and wellbeing.
You might even consider adopting a truly alternative work
schedule (e.g., 4 day work week, starting a few hours earlier
each day Monday through Thursday and then taking Fridays off!)
Alag Tewar,
Alag Flavour

Institute of
Management
Consultants of
India,
Delhi
February
1-15, 2011
9/10
Alag Tewar,
Alag Flavour
ICMCI
The International Council of
Management Consulting Institutes
is the global association of national
management consulting institutes
from around the world. These
national institutes administer, in
accordance with world class
standards, the international "CMC"
certification Certified Management
Consultant earned by individual
professional management
consultants.
More details: icmci.org
IMCI
The Institute of Management Consultants
of India (IMCI) is the apex body of
management consulting professionals,
being the only registered institute of
established management consultancy
firms and practicing individuals in the
country.
Constituted in 1991, IMCI was formerly
known as the Management Consultants‟
Association of India (MCAI), which was
founded in 1963.
In 1989, IMCI became the first Asian
organisation to be accepted for
membership of the International Council
of Management Consulting Institutes
(ICMCI), the global apex body of
Management Consulting Institutes. ICMCI
has 46 member countries in the world.
The Executive Secretariat of IMCI is
located in Mumbai. The Institute has
regional Chapters in Ahmedabad,
Bangalore, Calcutta, Chennai (Madras),
Delhi, Hyderabad, Mumbai (Bombay) and
Pune.
CMC Designation
IMCI endeavors to raise the standards of
management consulting by awarding
Certified Management Consultant (CMC)
designation to individual members who
have passed a qualifying examination
and have met the profession‟s standards
of competence and ethics. The CMC
designation implies international
recognition to worldwide standards.
More details: imcindia.co.in
de-limiting excellence
Code of
Professional
Conduct for
IMCI members
Minimum Guidelines
Confidentiality
A member will treat client information as
confidential and will not take personal advantage
of privileged information gathered during an
assignment, or enable others to do so.
Unrealistic Expectations
A member will refrain from encouraging unrealistic
expectations or promising clients that benefits are
certain from specific consulting services.
Commissions / Financial Interests
A member will neither accept commissions,
remuneration or other benefits from a third party
in connection with recommendations to a client
without the client’s knowledge and consent, nor
fail to disclose any financial interest in goods or
services which form part of such
recommendations.
Assignments
A member will only accept assignments for which
the member has the skill and knowledge to
perform.
Conflicting Assignments
A member will avoid acting simultaneously (in
potentially conflicting situations) without
informing all parties in advance that this is
intended.
Conferring with Clients
A member will ensure that before accepting any
engagement, a mutual understanding of the
objectives, scope, work plan and fee arrangements
is established and any personal, financial or other
interests which might influence the conduct of the
work are disclosed.
Recruiting
A member will refrain from inviting an employee of
a client to consider alternate employment without
prior discussion with the client.
Approach
A member will maintain a fully professional
approach in all dealings with clients, the general
public and fellow members.
Code of Professional Conduct
A member will ensure that other management
consultants carrying out work on the member’s
behalf are conversant with and abide by the Code
of Professional Conduct.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Visit
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Imagine
February
1-15, 2011
10/10
Alag Tewar,
Alag Flavour
A newspaper asks you to
start a column for them.
What does it take?
Patron:
Dr. M.B.Athreya
Mentors:
Dr. S.R.Mohnot
Mr. Shashi Budhiraja
Dr. Sunil Abrol
Past Chairmen:
Mr. Ashok Kumar
Mr. Ramesh Tyagi
Chairman
Rajiv Khurana
Dy. Chairman
Sumit Chaudhuri
Hon. Secretary
Vijay Nagrani
Hon. Treasurer
M S Sridhar
Executive Members
S A Khader
Anand Chhabra
Regional Rep.
S A Khader
We await your
ideas,
suggestions,
contribution,
support …
IMCI – Delhi
imcidelhi@gmail.com
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