As a part of a client engagement I was working through some process mapping with a team.  This team is subject to a review, had every reason to not trust me, had never met me before, and was told simply that we wanted to get them validate some process maps we had drafted from documentation.  What blew me away was being told when we were done that the 90 minutes was the most valueable work they had done around process in memory.

After thanking them graciously (being told I bring value is the best way to flatter me) I thought about why they might say that.  A few things came to mind.  I'd like to share them, as they struck me as common mistakes that 'experts' and 'consultants' can make.

1. The last consultants had built a process map and 'told them' it reflected how they work. I know this, because they told me this.  The way to ensure this doesn't happen - recognize you are the process author, call them the experts and be clear about your desire to validate with them.

2. They had spent many hours in working with external consultants only to end up with a confusing and unclear set of process maps.  The way to mitigate this risk - keep process maps simple!  I could write a book on how I go about process mapping (and may just do this one day).  And do not assume that knowing how to drag boxes and arrows into a Visio page makes you a good process author.

3. They were pleasantly surprised by my offering to capture their ideas for improving things as a part of the report we'd be sending upwards.  Most people have the very best intents.  Make a friend by making an effort to profile the best in the teams and people you work with.  You'd be surprised how quickly trust can get built.  And remember, we were one more set of 'consultants' in a stream of 'been here, done little' efforts.

We have a follow up meeting with them and some new managers next Wednesday.  I am hopeful that the grapevine will report us as decent consultants worth listening to.  Or more more importantly, as consultants that want to listen to them. 

This was one of the most satisfying experiences in my career. 

As a part of a client engagement I was working through some process mapping with a team.  This team is subject to a review, had every reason to not trust me, had never met me before, and was told simply that we wanted to get them validate some process maps we had drafted from documentation.  What blew me away was being told when we were done that the 90 minutes was the most valueable work they had done around process in memory.

After thanking them graciously (being told I bring value is the best way to flatter me) I thought about why they might say that.  A few things came to mind.  I'd like to share them, as they struck me as common mistakes that 'experts' and 'consultants' can make.

1. The last consultants had built a process map and 'told them' it reflected how they work. I know this, because they told me this.  The way to ensure this doesn't happen - recognize you are the process author, call them the experts and be clear about your desire to validate with them.

2. They had spent many hours in working with external consultants only to end up with a confusing and unclear set of process maps.  The way to mitigate this risk - keep process maps simple!  I could write a book on how I go about process mapping (and may just do this one day).  And do not assume that knowing how to drag boxes and arrows into a Visio page makes you a good process author.

3. They were pleasantly surprised by my offering to capture their ideas for improving things as a part of the report we'd be sending upwards.  Most people have the very best intents.  Make a friend by making an effort to profile the best in the teams and people you work with.  You'd be surprised how quickly trust can get built.  And remember, we were one more set of 'consultants' in a stream of 'been here, done little' efforts.

We have a follow up meeting with them and some new managers next Wednesday.  I am hopeful that the grapevine will report us as decent consultants worth listening to.  Or more more importantly, as consultants that want to listen to them. 

This was one of the most satisfying experiences in my career.