Chapter 4 - Identify Strategic Opportunities Reactively Flashcards
(13 cards)
What is reframing in performance consulting?
Reframing is shifting the conversation from the client’s proposed solution to exploring the business and performance results they actually seek, using powerful, structured questions to uncover the real problem.
Why is reframing client requests critical for strategic performance consulting?
Because most performance issues have multiple causes — and jumping to a single solution often fails. Reframing ensures you find the true root causes before recommending solutions.
What are the three types of powerful questions used in reframing discussions?
SHOULD questions (define desired business or performance results)
IS questions (identify current state)
CAUSE questions (explore reasons for the gaps)
What four qualities should every reframing question have?
Open-ended (not yes/no)
Cause-neutral (don’t assume a reason)
Solution-neutral (don’t assume a solution)
Focused (target one specific element of the situation)
What is the key to asking questions with “compelling logic”?
Start with the client’s current focus (business or performance), then guide them logically across the Gaps Map: from observed issues, to desired results, to causes — without forcing the conversation.
When should you start on the business side vs. the performance side of the Gaps Map?
Start with business questions if the client mentions goals, metrics, or outcomes.
Start with performance questions if the client talks about employee behaviors or team challenges.
What are five core techniques for successful reframing conversations?
Cash in on “I don’t know” responses (suggest gathering info).
Deep-drill vague issues by asking for specific behaviors.
Push back when the client’s solution won’t achieve results.
Use a “Yes, and…” approach to respectfully guide better actions.
Be prepared to exit if moving forward isn’t the right choice.
What should I do if a client insists on implementing an inadequate solution?
Use a “Yes, and” approach: agree to support the solution and suggest additional actions or assessments to increase the chance of real success.
How can “I don’t know” answers during reframing actually help me?
They open the door to propose assessments and information gathering — helping you move from tactical solution delivery to strategic partnership.
What mistake should I avoid when clients suggest a solution right away?
Don’t immediately validate or implement the solution. Instead, focus on understanding the desired results and causes first before agreeing on any action.
In the Sandy and FSRs example, how did reframing benefit both Sandy and the client?
Sandy moved the client from focusing solely on creating a career path (the solution) to exploring deeper issues like attrition, customer complaints, and supervisor effectiveness — positioning herself as a strategic partner.
Why is it sometimes better to exit a situation after a reframing discussion?
If the client is not ready for a strategic approach or realizes a solution is premature, exiting avoids wasting resources on ineffective actions — and preserves your credibility for future opportunities.
What is the ultimate mindset shift reframing helps clients make?
From “implementing a solution” → to “solving the right problem.”
