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Tron Jordheim
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What makes a good consultant?

A Consultant can make a very valuable contribution to your business. Or a consultant can run amuck and stir up hornets. Sometimes your best consultant is someone who already is on your payroll. In many respects the consultant is one of the oldest jobs in the history of human existence. You can imagine a small group of primitive people 10,000 years ago examining the sharp rocks in a creek bed somewhere in the middle of what we now know as North America, trying to find one that was shaped just right to lash to a long stick to fashion a spear. One of the guys, named Hands, because he has big hands, picks up a stone and says to his friend, who has a reputation for lashing stones tight and true, and says, “good?” The friend, named Lasher, because he is so good at lashing together tools, looks at the stone and sees it is a little off balance. Lasher replies, “Close”. Hands shrugs and takes his friend’s advice and tosses the rock back into the creek. Then an idea comes to Lasher and he jumps into the creek to retrieve the stone.

Lasher takes another, harder rock and taps it against the one little ridge that made the stone look off balance. The ridge chips off and Lasher smiles. Hands says, “Huh?” Lasher taps it one more time and another little chip flakes off and he hands it to Hands. Lasher says, “Now good”. They look at each other for a second and they instantly realize what they have done. After a brief double take, they both jump back into the creek, this time looking for stores that are close to good. At the camp ground later that evening they re-tell their story and act it out in front of their family and friends. By the time they had told the story for the tenth time, the stone in the story had grown as big as a man’s foot and Lasher had hit it twenty times to flake off the ridges that made it off balance. Had they had the word, “consultant’, they would have used it.

This was also when Hands and Lasher discovered they had a gift for leading motivational meetings, because the next day the whole tribe was down in the creek trying to chip flakes off of rocks. Hands and Lasher decided to take their motivational speaker business on the road and began giving keynote addresses to camp fires and shade tree gatherings all across the oak savannahs and pine forests. They continued to fine tune their flaking technique, adopting ideas they learned at meetings and adding innovations they developed during long hours of tapping little stones together.

You see the evidence of their success everywhere. Piles of rock points and flakes have been found all across the continent, where people must have created millions of points to use in their day to day lives. Look at the history of stone points in North America, and you will see that the Clovis Point technology lasted thousands of years until the next improvements took hold. This is proof that when a consultant is fully focused on a problem and understands the environment and the implications of the situation, knocking a flake off here or there can make a huge, long term difference.

I went to the local astronomy club meeting the other night. They meet at the Physics building at the local University of Missouri campus. They let anyone from the public come in and look at the evening sky show thorough the observatory telescope. We got to look at Saturn, which is an amazing thing to do. If you have never looked through a powerful telescope, you need to. You could clearly see the rings and the darkness of space between the rings and the planet. It was an amazing site. One of the bulletin boards in the hall showed a design that Galileo used for his early telescope, which was created some 500 years ago. Its basic design is the same as the basic design of the huge scope I looked through. It used mirrors and reflection. How did this come to be?

Well I can imagine Galileo trying to figure out a way to take a closer look at the sky show. Like most inventive and creative people, he knew lots of people who he could count on for advice and ideas. He probably had a lot more than one consultant. Perhaps he went to the local eye glasses maker and discussed his idea of looking out into the heavens. Perhaps he talked to the mirror makers who created the large and ornate mirrors that could be seen in the villas and castles of his day. Perhaps it was his eye glass consultant who said, “Why don’t you try using a few mirrors and bounce the image a few times to increase its size?” After all the eye glass maker had seen this effect before while sizing eye wear for his customers.

So 500 years later I am looking at Saturn using the same innovation that continues to drive technology. Mirror based and reflection based technologies power space ships and communication systems and are the hope for a future of clean, green energy for the masses.

Why does it take a consultant to make a breakthrough or to connect two pieces that do not seem to interconnect? It is because a consultant arrives with a certain detachment. Whether you ask a fellow employee who works in a different department or whether you bring in a professional consultant, they have a distance from the problem that allows them to see a wider view. In this detached and uninvolved state, a creative person can see the missing link or make the unforeseen connection.

Sometimes the consultant brings an expertise that is lacking. When Squanto taught the Pilgrims how to use fish heads as fertilizer and taught them how to grow corn, beans and squash, he was simply passing on knowledge he already had to people who desperately needed it. We continue to use fish products in fertilizer and corn and beans drive the agricultural economy. Squanto knew what was needed for his clients. Unfortunately for him, he did not understand his value to his clients or the long-term gain. His payment was to see his tribe vanquished and his land appropriated. He obviously needed to have a lawyer as a consultant or at least he needed a business manager.

Today’s consultant is no different. When you have a problem to solve or are looking for a way to take advantage of an opportunity, or looking for a way to survive or thrive in a crisis, you call in a consultant. And the consultant needs to position himself or herself so as to not get crushed when the wheels of progress continue to roll on into the future.

Is the best consultant a problem solver, opportunity seeker and rescuer? Probably so.

But consultants also have to have skills at implementation. Knowing what to do is only as good as how well you can get done what you know needs to get done. A consultant also needs to know how to manage the universal law of “One thing leads to another”. When solving a problem, mining an opportunity or saving a threatened enterprise, one sets all sorts of actions and re-actions into motion. One creates all sorts of unintended consequences and butterfly effects. Should Lasher and Hands have known that the perfection of the Clovis Point would lead to the extinction of the Wooly Mammoth? Did Squanto have any way of changing the course of history that lead to the demise of the Pequots and the Quohogs?

© 2007 Tron Jordheim

When the consultant needs to get all the gears of implementation moving in the right direction, credibility is the grease. When the consultant can build on this credibility by showing little successes as each step of the implementation takes place, the organization begins to trust the strategy and the wheels start to gain momentum. There will certainly be road bumps along the way. A consultant must navigate many personalities and many ingrained “ways of doing things”. Learning to negotiate these bumps will determine how well the implementation will go.

In this respect the consultant needs to be a sales person as well. Learning to sell a concept or a solution comes with learning to listen and learning to see where the interests of individuals and departments lie. One can often facilitate a dramatic shift in strategy when the goal and methods are consistent with the needs and wants of the people doing the shifting.

You can imagine there was resistance, when the first fire fighting consultants started recommending foam suppressants over sand and water. Why would established fire fighting professionals want a stinky and messy foam, when water and sand could handle a lot of different types of fires just fine. The goals of the foam are the same as fire fighting had ever been: Put out the fire as quickly and safely as possible. So foam got a chance. And it has proven itself worthy.

Life experience creates a lot of the qualities a good consultant needs. As a child I played with construction toys and built all sorts of interesting creations. I played in the sand box for long hours and built roads and castles and tunnels. As a youngster living in Brooklyn, New York I learned to hold my own when dealing with situations far out of my control. I spent many days playing hooky and traveling the subway to far off reaches of the city exploring and adventuring. There were many times that creativity, resilience and negotiating skills were the only ways to make it back home in one piece.

I spent a lot of time in High School pursuing my interest in music and theater and found the process of putting on a show or getting ready for a concert to be fascinating. The planning and practicing and the innovating and improvising all dove-tailed together to make a creative process that was enjoyable and rewarding. To hear the clapping of the audience after all the laugh lines worked or when the orchestra stayed in tune and worked the piece to a tee was a great rush.

I have always found myself in interesting positions, often at the crossroads of something relatively big. When I was in my early twenties I worked as a dog trainer. I learned German so I could talk with all the old time experts in Germany about dog breeding and training. Because my German was very good, I was asked to translate for the U.S. delegation that went to the World Union of German Shepherd Dog Clubs meetings. My delegation represented an up and coming working dog club that was thriving in direct competition with the American Kennel Club and in flagrant disregard of the official German Shepherd organization in the U.S., the German Shepherd Dog Club of America. You may think dog club politics is pretty ridiculous, but I assure you the politics that is involved in dog shows and dog breeding programs can get pretty hairy. It is a dog-eat-dog situation.

My delegation was at the World Union meeting to try to gain official status in the organization for our United Schutzhund Clubs of America. The German Shepherd Dog Club of America objected vehemently. The Germans and the Europeans saw new markets for their dogs and their breeding if a working dog contingent gained popularity in the US. But they saw no way to get around the stumbling block of “one country-one member”.

As you know, all good negotiating takes place away from the table and away from the meetings. The head of the World Union, Christoph Rummel, was a very gracious host and had us to his house for coffee and cake and took us for a walk to see his garden and his dogs. Since I was the only one in the delegation who spoke German and Dr. Rummel did not speak English, we had lots of time to talk together.

In the end we worked it out so that a motion was brought to the World Union that a nation could have two groups representing it, if the one group were dedicated to confirmation shows and the other group was dedicated to working dog trials. We lobbied for the by-laws change with the other delegates from the other nations and made it happen.

Okay, this is small potatoes, but for a 22 year old, I felt as if I had helped change the course of world events. And I guess I did.

A good consultant also finds himself in the thick of things. My wife and I once were eerily close to a very bad car wreck. An eighteen wheeler versus a ford escort is never a good thing. After I jumped out of my car to go and help, I noticed I was the only one, except for the driver of the big rig, of a crowd of 20 or 30 witnesses, who stepped up to help. I just don’t understand how you can stand and watch a car burn when you know there are people in it who might have a chance if you would go and help them.

I realize that helping pull people out of a burning wreck is not much of an analogy for being a consultant. But if you are not the kind of person who would help someone in big trouble if you came upon him, then you should not be a consultant.