I recently authored the following article, which will be published this month in the NWPPA Bulletin, a utility industry trade publication. While targeting utilities, it really applies to almost any situation where external expertise is invited in. For example, I see this at churches all the time. I hope you enjoy it and find a grain of truth in it. Comments are appreciated.
______________________
Perhaps you've heard this one:
What's a consultant? A guy who borrows your watch to tell you what time it is.
One can assume the intention of this joke is to color consultants as people lacking integrity and usefulness, but it also suggests that we already possess the knowledge and tools required to tell the time. So why do we need somebody from the outside? Why can't we read our own watch? Let me respond by introducing you to a simple analogy: the Sweaty Guy at the Gym.
A number of years ago, my wife became an AFAA-certified fitness instructor to qualify for a job opportunity. The certification process was rigorous. It required in-depth knowledge of anatomy and exercise physiology as well as practical application of group exercise. Once certified, she knew a heck of a lot more about physical fitness than I did.
Today, when she and I visit the gym together, she’ll occasionally point out when I use incorrect technique or suggests another approach to achieve better results. My response is consistent: “leave me alone and let me work out.” Yes, she’s probably right, but I didn't ask for her advice.
Now, if I’m working out and a personal trainer (the proverbial sweaty guy at the gym) comments on my technique, I listen intently. I immediately put his advice into practice, occasionally glancing at him for approval. His guidance given may be identical to that provided by my wife, yet I'm more apt to receive it if delivered by this relative unknown. Why would I dismiss the expertise I have at hand for the opinion of a relative stranger?
We have a tendency, in both our personal and professional lives, to marginalize, distrust, or ignore the knowledge and experience we already have at hand. The result is the inability to “read our own watch”
So how is this inability manifested and how will the Sweaty Guy help me with it? Let’s explore a few scenarios.
What Do You Know?
If you spend enough time with a person, you make assumptions about their capabilities, their knowledge, and their limitations. You create a profile of them and view everything they do through a filter colored by it. You may respect their mastery of engineering, but what do they know about project management?
At utility A, a mid-level manager attempted on numerous occasions to expose issues with a software implementation project. She had extensive experience in her background which her current position did not suggest. Her concerns were ignored, and the project experienced significant delays, cost overruns, and resulted in an unusable product. It was ultimately considered a failure and was scrapped.
The Sweaty Guy doesn’t enter the scene with the same baggage. The team begins the engagement with the understanding that he is an expert, and is predisposed to listen. The Sweaty Guy arrives without preconceptions and is prepared to consider all viewpoints. He can validate an opinion and re-present it to your team in a way that is digestible.
I Don’t Trust You
Utility B started their project three times. Each time, it failed to produce the desired result. One simple reason: they didn't trust each other. The team was made up of managers, each representing their own departments. They assumed their peers could not be objective and would place their personal needs above those of the organization. They questioned each other’s motives and, therefore, could not agree on priorities, scope, or goals. They each held tightly to their position and refused to budge for fear that it would mean relinquishing something valuable. Stalemate.
The Sweaty Guy is viewed as impartial, because he doesn’t have a stake in the game. His job is to work with the team to understand individual needs and interpret where they align with organizational objectives. The Sweaty Guy actually gives the team members the freedom to make a case for themselves. He can then help present the case to senior management anonymously, without personal or political baggage.
I Can’t Tell You
Have you ever been asked a question that is difficult or awkward to answer? There are times when an uncomfortable truth needs to be communicated but isn’t for fear of retribution or damaging a relationship.
At utility C, they were limping along with an out-dated and ineffective billing system. It was universally recognized the system needed to be replaced. Unfortunately, the system was the “baby” of a well-respected and much-adored manager, and no one wanted to be the one to tell him his baby was ugly. So no one did.
My wife may not be willing to tell me that I've packed on a few pounds over the holidays, but the Sweaty Guy will. It's his job. The Sweaty Guy is a temporary resource without long-term personal or professional relationships to protect. He acts as your intermediary, a confidant to whom you can reveal those politically sensitive yet incredibly important truths. They need to be heard if you have any hope of moving forward.
I’m Too Busy
Like it or not, projects that are supported solely with internal employees are frequently put on the back burner. It's even worse if the project lacks executive sponsorship and a strong, respected project manager. If the utility doesn't actively support the project, people will find other ways to be busy—they all have regular jobs.
Utility D attempted several times to facilitate their own software selection, using an IT resource as the lead. Though recognized for his technology expertise, he wielded no administrative power. Stakeholders did not participate, and he was left to produce most of the deliverables with little or no input from the business. The project went nowhere. Bring in the Sweaty Guy…
There is a certain accountability that comes with a project led by the Sweaty Guy. You value his time. A company that is willing to pay for expertise communicates that it takes the initiative seriously—this isn’t just another reboot of the same project. People get excited. Team members show up to meetings.
Wrap Up
Ideally, we hope that our corporate culture provides an environment where all voices are heard and all perspectives are considered. We should certainly be working to that end. But we also need to recognize cultural change doesn’t happen overnight. We can’t take a time out—we need to continue to perform and serve our customers.
Yes, you would prefer your business to be self-sufficient. You would rather not rely on outside expertise. Until we get to that point, however, there is a place in this world for that Sweaty Guy at the Gym. You may occasionally need to hand your watch to that consultant!
Joe Brookhouse, PMP
Joe Brookhouse is consulting team manager for Accent Business Services. He is careful to shower prior to consulting engagements. Please visit www.accent-inc.com to learn where to send your watch.
