SUCCESS IS RESERVED FOR A CHOSEN FEW.

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Status: Finished  |  Genre: Other  |  House: Booksie Classic

Submitted: October 20, 2018

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Submitted: October 20, 2018

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Commonly, the narrator is an outsider to write an article or story relates his experiences to the characters from his point of perspective; instead, I have chosen to write in the first person as I am a consultant and writer.

This article can be of help not only to consultants but also for leaders/managers, young entrepreneurs and career seeking individuals to build a scaffold to develop strengths or talents for their career.

Exceptional ideas are often the products of unremarkable experiences. To start with, my foray into the corporate world as a consultant was started in a small way.  It was just for one day, a small stint and I was a novice, but the effect was instant from my first client.  

It left a positive impact on my psyche; the hope. And then to corroborate the benefit of advantages further, I had to undertake 3 journeys, a short journey into my mind for a instant decision, the second journey into higher cerebral centre to analyse what if I failed as a novice consultant, and lastly how long should I give a time frame to try an endeavour?

Cautiously, I had given 2 years for my proposed creative spark.  First one year, I was to novitiate learning, enrich and marinate myself in making of an innovative consultant.

To start with, I followed a simple rule from communism. When the communism prevailed, they had strict norms at the workplace. --- Early is “on time”, “on time” is late and “late” is unacceptable and punishable. I followed that to be on time. Then on, as being a consultant I had onward successful experiences.

In 1989s, becoming a consultant was my passion. We all know passion is sort of frame-up, a prison; I had become a prisoner in self-imposed imprisonment for 2 years for what it is worth..

For an immediate start, I had opened up Home-Office to meet both ends. I began to improvise my style and made abreast with updated erudition. 

I had a craving and delirious interest for research in the innovative consultancy.

1989s, what was this innovative consultancy and what it takes to be an innovation consultant? The consultant deemed as an outsider. I had discovered, the consultant must be creative and innovative in many ways, every day and would be able to present ideas differently to different clients. So continued creativity may be crucial not just for consultant’s livelihood but for his longevity, too. This made me be creative every day, how?

I managed to map-out and rough-up with a self-designed system of 6 parts.

  • Read, and listen to the useful material.
  • Write every day for at least 1 hour.
  • Instil habit of filing.
  • Think and rethink differently and open-mindedly, prepare notes on conclusions.
  • Ask questions.
  • Ask successful people for better versions.
  • Practice what is learned once in 3 days.

This, I had practised for 1 year in all my professional hours of every day. I found improvement in each day.

In my endeavour to become a creative or innovative consultant, for a year I had ravenously studied about pioneering leadership, biographies/autobiographies of great leaders and how they’ve built used their improved resources to win support from within and outside companies to pursue new ideas. As part of my research, I developed a method to rank pioneering leadership by identifying and benchmarking certain essential qualities, so that I can use them in my everyday professional life.

  • I had found out all successful leaders/managers had an established particular pattern of social connections and network.  This helped them to explore and exploit instantly and continuously.
  • I had studied pioneering leader’s track records of companies they had worked for and known their modes operandi in value creation. (Based on the market value growth of companies)
  • I had interviewed some Indian investors to know investor’s trust and expectations in pioneering leader’s ability to create wealth for future value creation.

Year after year, likewise over 5 years, I had piled-up what I call professional creative assets so that I could try new things to bring positive changes in employees of the organizations, changes in product mix, in overall, a change what was needed in the 1990s for small companies.

I had improved my professional creative assets and creative mindset, to upsurge the breadth and depth of my social connections both inside and outside of my solo-clients and companies. In turn, this had increased my reputation as an affordable consultant with a new approach. 1995, I was known and a successful consultant.

MY OBSERVATION:

A consultant has to be incandescent. Social connections or broader community network never helped consultants to build a track record. The track record is always important to be on the organisation’s retainment continuously.

Even with this sound knowledge and expertise, the consultants are not allowed to guide organisations because nobody in the organisation trusts him.

Indeed, Sometimes, organisational top leaders do not co-operative with consultants and they misdefine consultant’s innovative ideas. Too often, for organisational leaders, creativity means having great, original ideas. For growing organisations, the innovative ideas are those to be judged for their novelty and potential usefulness to consumers and the company.

When I had faced these problems, I had clarified top leaders’ objections in Directors meeting by distinguishing between the relatively easy process of being creative in the abstract and slightly difficult process of being innovative in the real. I had won my presentations all the time. So, ultimately, creativity and innovation both are important to top companies.

The consultant is one, who can clearly demarcate the difference between creative abstract and innovative reality because he is one who can make way to happen both things.

If one desires to be on a sustainable project for an indefinite time, then one must demonstrate 3 features.

  1. Forward thinking.
  2. Innovation initiative process.
  3. Advanced skill-sets.

The consultants should inculcate the habit to engage in mental time travel. To see and understand future trends of companies and envision requisite technology requirements for the client companies before others do. This capability builds natural creative intelligence and a character trait of being open to new experience. It is critical for nailing the first job of a consultant: finding an opportunity, a vision, for creating value.

Once the consultant is successful, the most and next valuable thing he has to do is start his office as a founder.

Let us redefine of what it means to be a founder of a consultancy. It means playing a central role in starting and managing an initiative from his office and boardroom, where clients are offered to be seated and consultant explains his solutions, vision and version that will have an impact on clients.  The consultant as a founder will have the exquisite satisfaction and new sense of experience in shaping companies’ future from his office.

We’ve just scratched the surface here how to become an effective consultant, build office and build personal innovation brand.

How valuable are innovative consultants to organizations?

It is hard to really estimate the value of an innovative consultant, whether he can really bring anticipatory positive changes in client companies or not. I knew and emphatically say, many organizations were benefited enormously from innovative consultants.

The directors of client companies have to observe a singularity, difference between the leader/manager of the company and consultant. A simple example illustrates that having key leaders with innovation capital can create good value for a company and also that the company loses both capital, and some important employees when top leaders/managers leave. This is a pathological issue. The consultant is not pathological.

The innovative consultant’s work can be solid, perennial and cements a bond with Client Companies. Even after consultant exits, still, the client companies can flourish.

There is no one to stop advancement opportunities in consultancy practices.

 


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