Chapter 1 - Performance Consulting: The Process Flashcards
(12 cards)
What are three common mistakes organizations make when addressing performance issues?
Jumping to solutions without identifying root causes.
Failing to investigate the real business or performance gap.
Skipping measurement of outcomes after solutions are implemented.
How should I reframe a client’s initial request to ensure strategic value?
Instead of focusing on the requested solution, redirect the conversation to the business results they want to achieve, asking, “What outcome are you hoping for?” before proposing actions.
What are the four phases of the Performance Consulting Process?
Identify strategic opportunities.
Assess business and performance needs.
Implement and measure solutions.
Report and sustain results.
What skill is critical for asking the right questions in performance consulting?
Confidence and capability to ask powerful, thought-provoking, solution-neutral questions — not to have the answers, but to guide clients to discover them.
Why is being “solution-neutral” important in performance consulting?
It prevents premature jumping to conclusions and ensures solutions are based on evidence and root causes, not assumptions.
How can I recognize if I am working on a strategic initiative?
If the work:
Impacts business units or enterprise-wide goals,
Supports long-term success (over a year+),
Directly ties to specific business objectives,
Requires multiple actions (not a single solution),
Involves working directly with true clients (decision-makers).
Who qualifies as a “client” in the performance consulting process?
Someone who:
Owns business results,
Has authority to make decisions and allocate resources,
Oversees employees affected by the initiative,
Often funds or sponsors the work.
How is a stakeholder different from a client in this process?
Stakeholders have influence or vested interest but do not own the ultimate business results; clients are accountable for full business outcomes.
What are the three types of strategic assessments I should conduct before recommending solutions?
SHOULD assessment: Define ideal business and employee performance.
IS assessment: Identify current state of business and employee performance.
CAUSE assessment: Find root causes behind the gaps between SHOULD and IS.
When planning measurements, what five levels of evaluation should I consider?
Reaction (attitudes toward change/solutions)
Capability (skills and organizational support)
Performance (on-the-job behavior)
Business (operational results)
ROI (cost vs. benefits)
What mental shift must I make to be a true performance consultant?
Shift from focusing on “delivering solutions” to achieving measurable business results by aligning people, performance, and organizational goals.
Why is maintaining client partnerships critical throughout the performance consulting process?
Because strong partnerships, built on mutual trust and respect, give you ongoing access, influence strategic decisions, and ensure sustained impact beyond project completion.
