Lee Dudka

In my experience, it helps to validate the client's idea of the key problem. A survey (or other instrument) achieves this: (1) For the client, it confirms the key problem; (2) for our team, it offers confidence that our data maps the path ahead. Example: A company needed a new management development process (it had tried and failed). Our team used paired surveys: (1) A 360-degree staff opinion round on features of "effective managers"; another survey sampled views of managers (of those staffers) on "effective manager" features. After analysis, we knew the gap between the two samples and knew "what's next." It was complex, but our team learned what the client needed, and we uncovered the key issues.

Leveraging strategy consulting demands the skills of a project manager: setting goals and work scope, managing budgets, and communicating with all constituents. But to get results that engage your company you need one more step. You must engage those who don't do the strategy creation work, and "onboard" them. That means extra communications with all who must know how the strategy will impact them. Toby Cosgrove, MD and CEO at the Cleveland Clinic, had a team craft a strategy. He then invited all 40,000 staffers to one site to share it. "All of you ARE the care team," he said, even a painter doing a hallway who sees patients looking lost. So, Cosgrove added, "help them by offering directions." That's leveraging strategy.

One big crucible in strategy consulting: How well can you work with a range of organizations? You discover this by actually working with a variety of clients, and by learning to really listen to the people in your work groups. The greater the variety of your clients, the more client-enriching your contributions. Example: If you're helping a more bookish organization, you may see -- after using break out groups to create "issue study groups" -- reports that sound negative on issues. Your next step is "translation": Take each of the groups' recommendations and, where needed, make them more positive. Then discuss and review your versions with them. Key point: What people say may differ from what they mean. So you help them verify that.

To improve your strategy skills, most obvious resources give you a start: books and articles from high-value contributors, including those online. Formal university courses also help. Nothing, however, sharpens your thinking and builds your pro toolkit (know-how in the field, pointers from mentors) like wading into a live project. Opportunities are everywhere: Tap your pro network, find a volunteer option that lets you help an organization (pro bono) solve tough problems. "Testing experience" is everything. Any non-profit is a good candidate. You can take one more step. Every 2 years, I pay a valued expert for 3 days (in a working sabbatical) for issue-discussions and a practicum. It expands the mind and I grow from it.

When you run an organization, there's nothing like tapping someone to ask solid probing questions, those that help you create your vision and mission for the entire group. It's tough. That's a key value a strategy consultant brings. A second contribution is harder to appreciate: You'll need hard work to get your top team members to agree on the critical issues, those visible now and on the horizon, which must be addressed. Again, the fresh eyes of a consultant will help tackle these issues. A final value: Getting your team aligned -- helped by a consultant -- with your final Vision and Mission and infusing these 2 strategy targets into each personal development plan. Good teams do this and thrive. Ineffective ones miss these targets.

The value of strategy consulting lies in what it means to the client. When they do well, we strategists do well and gain new insights. Case in point: A NY City non-profit had membership aging out, with little chance of replacing it. When leadership addressed this (including using their own C-level group and our probing guides), they saw how to navigate the troubled waters and reached new insights. Many organizations can use strategy "refreshes," but lack a good "map." The right response? Get an "outsider's view" and marry it to the insider wisdom -- then move ahead. Corporate strategists know the value of strategy refreshes every 2-3 quarters. When strategic nudges are done right, you see results -- insiders and outsiders alike.