The IT Counsulting Skill Set

In chapter two the author brought about some very good points. The most obvious is the first point, if you plan to venture into the consulting business; it’s wise to become an expert in the area that you plan to consult in. Your technical, or, should I say your, expertise in your technical area are a great part of what makes you a consultant. As a client, one would hate to pay anyone who really does not know what they are talking about. As far as the business aspect, is concerned I find it some what difficult to comprehend. Being a good business person is not something you can purchase. I know of a man in the Brownsville area who began his business by selling cars and shoes. It sounded strange to me when I heard his story; it just seems that cars and shoes do not go together. This man would ride the bus up north; he would then find a vehicle he thought he could sell in the Rio Grand Valley and purchase this vehicle. Then, he’d go to a shoe outlet and fill this vehicle full of shoes. He would then drive the vehicle full of shoes down to the Valley; he would sell the vehicle in the U.S and the shoes in Mexico. He would do this once a week; he now owns a car lot worth an estimated 1.5 million dollars. I guess what I’m trying to say is that good business people are self made and not taught. You could be an expert in your area, but if you lack the business skills you will not make a good consultant. This leads to the last skill mentioned in this chapter. I personally believe that this skill is the most important; this skill makes the difference between a good consultant and a great consultant. Communication is the key to everything, a consultant could be the most knowledgeable person in their area, they could be the best business person but without effective communication this means nothing. The author states that “without clear, open, and effective communication between the parties, consulting cannot take place.” This pretty much summarizes the chapter; a consultant can not exist without good communication skills. These skills are essential in this particular field; an IT that can not communicate with the client will be out of a job.

The Business of Advice

One particular comment that I found very interesting was at the very beginning of the chapter. The client asks the IT consultant, “How do you overcome resistance to the new data system?” This is a question that I have been trying to solve in my department; this department is divided between the pro-technology people and the anti-technology people. One could compare it to our civil war, the North verses the South. The pro-technology of course, embrace anything that is automated and are more than willing to learn. On the other hand, the anti-technology holds dear to their beliefs, “Why change something that has been working fine for years?” I hope that in future chapters the author of the book has an answer to this question. The author makes an excellent point when he presents the five basic concepts that serve as a foundation for an IT. All five make perfect sense. On a personal note, I see concept one and two as the most important out of the five. Focusing on the relationship will definitely put everyone in perspective. This allows people to respect each other’s boundaries. The minute people begin overstepping their respective boundaries, the system collapses. The author makes one very clear statement, “the relationship with the client determines both the content of the advice and the manner in which it is given.” This is so true in any relation, whether it be at work, with friends or in marriage. A good relationship will lead to better communication, which in turn, leads to a better understanding between the parties involved. The second concept concentrates on clearly defining the roles. If not done properly and in a timely manner in the process, this simple concept can turn into the two headed monster. This particular concept can be seen all over Mother Nature. In a pack of wolves, all the roles are clearly established and this makes the pack a successful hunting machine. You have the Alfa male and the Alfa female. These two are the leaders of the pack, you then have the rest of the pack, some help with the upbringing of the offspring, yet others help in the hunting of game. This concept must also be applied in the work place, the IT and the client must clearly establish their roles. One is there to consult; the other is there to be consulted. The client might not like the advice from the consultant; the consultant might not like the reaction of the client when they are being advised. The bottom line is that if the roles are clearly defined, they will both understand that one is there to advise, and the other is there to be advised.