咨詢的藝術(shù)二

MBAIntroductoryTraining

TheArtofConsultingOctober2000LearningObjectivesagreaterunderstandingofhowthefirmwillevaluateyourperformanceandtheimplicationsforwhatyouneedtodoandhowyouneedtodoitagreaterawarenessofwhatyoucanexpectwhenyouarriveonaprojectandanunderstandingofhowyoucancontributenew(orrefreshed)skillsfordatagatheringandinterviewingapreliminarypersonaldevelopmentplanforthenext6-12monthsAttheendofthissession,youwillwalkawaywithrulesofthumbtohelpyouthriveinthePwCconsultingenvironment.Towardthisend,thesessionwillhelpprovide:AgendaWelcomeandIntroductionWarm-upActivity:“TraitsofaneffectivePwCconsultant…”Roles&ResponsibilitiesofaConsultantProjectOverviewFrameworkTablediscussions--“ConsultantCriticalSuccessFactors/Behaviors…”BreakDataGathering&InterviewingBreakPersonalDevelopmentPlanningFrameworkIndividualplanningSummaryandClosingActivityTableDiscussions--“Whatrecommendationswouldyouhavefornextyear’sMBAs?”Warm-upWarm-upActivity--Class-wideWhatbehaviorsdoyouassociatewithaneffectivePwCconsultant?

Roles&ResponsibilitiesofaConsultantSimplystated,theobjectiveofourconsultingpracticeistoimprovetheperformanceourclients,whilegeneratingprofitsandenhancingstaffcapabilitiesThoughtLeadershipRepurposedContentRelevant,LeverageableExperienceEnhancedStaffCapabilities(skills,knowledge,experiences)ClientShareholderValueFirmProfitsEngagementTheneedtobalancethedemandsofthefirm,clients,andstaffcanattimesrequiremakingaseriesoftradeoffsDevelopingabroadskillsetbyworkingonabroadrangeofprojectsandindustriesLeveragingpriorrelevantknowledgeofindustries/subjectmattertodeliverprojectHoldingstaffforthe“perfect”jobInvestinginthoughtleadershiptoexpandfirm’sproductofferingDevelopingaunique,“blanksheet”ofpaperapproachforaclientproblemContinuallycyclingthroughdifferentclientstodevelopabroadexperiencebaseMeetingutilizationtargetsSellingproven,easilyrepeatableprojectsLeveragingpreviouslydevelopedcontentDevelopingdeepclientrelationshipsVS.Forthefirmtobesuccessful,itmustbeabletodothreethingswell--developstaff,marketandexecuteprojectsCriticalFactorsforSuccessDevelopStaffDevelopskillsetsviatrainingandon-the-jobexperiencesDevelopandshareknowledgeMarkettheFirmMaintainanappropriatelevelofinvestmentandreturnoninvestmentLeveragepriorexperiencesExecuteProjectsAchieveanoptimalblendofnewandrepurposedcontentTherolesandresponsibilitiesofaconsultantcanbegroupedintothesamethreecategories--theseresponsibilitiesremainconstantthroughoutone’scareer,althoughtheunderlyingtaskswillshiftDevelopThoughtLeadershipManageProductsPromoteCapabilitiesBuildClientRelationshipsGenerateProjectsDevelopTeamManageResourcesSolveCoreProblemsCommunicateResultsDevelopStaffDotheWorkMarkettheFirmRecruitDevelopSkillsandTransferKnowledgeNetworkMotivateandRetainForeachtheseresponsibilities,aconsultantshouldknow:Whatismyrole,andwhataremyresponsibilities?HowwilltheserolesandresponsibilitiesevolveasIprogress?Level3Consultantshavearangeofrecruiting,skilldevelopment,andknowledgetransferresponsibilitiesResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeEnergeticallyparticipateinrecruitingeventsIdentifyhigh-potentialcandidatesthroughpersonalcontacts,networking,resumesDeliverclear,wellstructured,case-basedinterviewsSellPwCtoprospectiveemployeesMaintaina“currentcontact””rosterofformerclassmatesDeliverrecruitingpresentationsRecruitProactivelyunderstandperformanceexpectations,requisiteindustry/processknowledgeandneededconsultingskillsandproactivelyseektrainingidentifyproject-baseddevelopmentneedswithminimalsupervisionanddefineplantoaddressClearlyeducateprojectteammembers/clientsaboutnewmethodologiesoranalytictechniquesProvideadhocguidancetoassistjuniorstaffandclientpersonnelcompleteassignedtasksProactivelyseekconsultingbestpractices,industryandprocessinsightsandotherskilltransferopportunitiesIdentifyreplicabletoolsoranalysisandcommunicatetorelevantpracticegroupmembersTakeanactiveroleinmentoringjuniorstaffinthepracticegroupParticipateindeveloping“whitepapers””andthoughtleadershippiecesDevelopSkillsandTransferKnowledgeDotheWorkDevelopStaffMarkettheFirmDotheWorkLevel3salsonetworkwith,train,andretainotherstaffResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeDotheWorkDevelopStaffMarkettheFirmTacklepersonalassignmentswithenthusiasm,prideandcommitmentProactivelyseekprojectassignmentsandtaskswhicharepersonallychallengingandengagingWithguidancefromcoachand/orotherseniorpractitioners,proactivelycreatePwCcareerplanIdentifyandpositionyourselftoattractopportunitiesconsistentwithcareerplananddesiredpersonalgrowthOrganizeandleadinternalteambuildingeventsAssistprojectmanagerstodevelophighlymotivatedjuniorstaffandclientpersonnelServeasacoachfornewundergraduatehiresWorkwithpracticeleadershiptoaddresspracticeissuesMotivateandRetainDevelopaninformalnetworkoffellowpractitionerstoleverageprojectinsightsandexperienceMaintainstrongawarenessofpracticegroups’’currentprojectsandpendingprojectsAllocateadequatetimeinPwCofficetodevelopstrongrelationshipswithfellowpractitionersDirectrecenthiresandotherstoappropriatepeopleandresourcesNetworkLevel3ssupportandengageinavarietyofmarketingeffortsforPwCResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeDraftcitationstocommunicatekeyprojectinsightsthroughoutpracticegroupDevelopandshareinnovativeanalytictechniquesDevelopandauthortheproposal,receivinglimitedinputwherenecessaryUnderstandPwCproductandserviceofferingsmethodologiesandkeycitationsUnderstandPwC,MCS,andSCstrategies/goalsDisplaystrongcompetencyin1-2tools,includingknowledgeofdetailedsteps,strengths/gaps,andcitationsDevelopThoughtLeadershipManagePwCProducts&ToolsConvincinglydescribepersonalrolesandcontributionstorecentengagementsCrediblydiscussrecentwinsfortheFirmandresultsofhigh-profileengagementsDemonstrateawarenessoftheFirm'smajorpracticegroups,competencies,andspecialtypracticesPromoteCapabilitiesMaintainpositiverelationshipswithclientstaffwithkeyinformationorresourcesProactivelyunderstandandconsistentlymeetorexceedallclientexpectationsEstablishfirm’sreputationwithclientpersonnelDeveloprelationshipswithclientmanagersthatyieldcompetitiveinsights,marketintelligenceBuildClientRelationshipsAuthormajorportionsofsuccessfulwrittenproposals(e.g.,problemstructuring,credentials)Identifyandpreliminarilyscopepromisingfollow-onprojectsalesopportunitiesDevelopcompetitiveinsights(e.g.,withrespecttocompetitorsandkeybuyinginfluences)forpotentialfollow-onworkAssume“fronttoback”ownershipofproposalmaterialsGenerateProjectsDotheWorkDevelopStaffMarkettheFirmLevel3sservecriticalrolesinteamdevelopment,resourcemanagement,problemsolving,andresultscommunicationResponsibilitiesDevelopStaffMarkettheFirmDotheWork:Level3RolesDotheWorkImplementteambuildingactivitiesSeekandrespectinputfromteammembersProactivelysupportteammatesManageassignedclientstaffand/orPwCconsultantsIdentifypotentialteammemberswithrelevantskills&interestIdentifyinformationneededforfact-basedanalysis,anddevelopworkplansEnsureeachhouroftimeandout-of-pocketexpensechargedtoaprojectisaneffective,efficientinvestmentProactivelymonitorprogress,andprovidetimely,accurateforecastsofprospectivedifficultiesIdentifyteammanagementopportunitiesBegintomanageclientteamsManageResourcesDevelopTeamSeekoutrelevantknowledgetoapplySynthesizefindingslogically,defendapointofview,anddefinerecommendationsDevelopinterviewguides,conductinterviews,leadfocusgroups,andfacilitateworkingsessionsDemonstratestrongknowledgeofanalytictechniques,frameworks,andmethodsSolveCoreProblemsClearlysynthesizeresultsofdatacollection/analysisAuthorsectionsofwrittendeliverablesDeliverportionsofpresentationswithclarityandconfidencetoclientmanagementServeasakeyfacilitatoratclientworkshopsandpresentationsCommunicateResultsExamplesastohowaLevel3ConsultantcancontributeBeyondproblem-solvingcapabilities,eachnewconsultantisexpectedtopossesscertainadditionalcriticalskills/traitsDefiningQuestionIndependenceToleranceforAmbiguitySenseofOwnershipCreativityPersistenceCantheconsultantoperatewithminimumdirection?Cantheconsultantsurvive,andeventhrive,whenfacedwithanill-defined,unfamiliarsituation?Istheconsultantwillingtotakeownershipofaproblemortaskandbeheldaccountableforitsresolution?Cantheconsultantdevelopunique,““outofthebox””approachesandsolutionsthatleverageexistingcontent?Istheconsultantunwilling“totakenoforananswer”whenitcomestodatacollectionandanalysis?KeySkill/TraitCriticalskills/traits(continued)KeySkill/TraitDefiningQuestionSolutionOrientationEnd-ProductOrientationCollaborationOrganizationMulti-levelThinkingIstheconsultantcontinuallyfocusedonidentifyingsolutionsoralternativesratherthanemphasizingproblems?Istheconsultantan““angel’sadvocate”?Istheconsultantcontinually““workingbackwards”fromahypothesis?Doestheconsultantbringoutthebestinthosearoundherorhim?Istheconsultantabletogrouptogetheravarietyofdataintocoherentcategories?Cantheconsultanttransitioneasilyfromlookingatthe“bigpicture”todivingintotheanalysis?PwCevaluatesallconsultantsandprincipalconsultantsalongthreedimensions1.Teamwork&cooperation2.Livingourvalues3.Evaluating,developing&coaching4.Peopleprogramparticipation1.Productivity2.Financialmanagement3.Revenuegeneration4.KnowledgemanagementAddingvaluetoourClientsAddingvaluetoourFirmAddingvaluetoourPeople1.Projectresults2.Clientrelationships3.InnovationFY2000versionProjectOverviewLet’slookmorecloselyatthesetofrolesandresponsibilitiesassociatedwith““DotheWork”...MobilizationSituationAssessmentSolutionDevelopmentImplementationPlanningLearningPHASESOFTYPICALPROJECTActivity--10-minutetablediscussionsfollowedbyaclass-widedebriefWewillassignonephaseofthetypicalprojecttoeachtableInyourtablegroups,reviewtheresponsibilitiesassociatedwithyourassignedphaseDiscussthethingsthatyoubelievewillmakeaconsultanteffectiveduringthisspecificphaseRecordyourideasas““EffectivenessTips””IdentifyonepersonfromyourgrouptoreportduringthedebriefInthefirstphase,theprimaryresponsibilityofthe

consultantistoassisttheteamleadinpreparingfortheprojectandpreparingtheworkplanResponsibilitiesEffectivenessTipsUnderstandstudycontextandscopeUnderstandclientdynamicsProactivelycontributetoissueanalysis,hypothesisgeneration,andworkplandevelopmentAssumeownershipforportionsoftheworkplanDiscussdevelopmentneeds/studypreferencesAskstructuredquestionsafterdevelopingpositionBuildrelationships(withPwCandclientteammembers)Readtheproposal!UnderstandwhatconstitutessuccessUnderstandwhatcancausefailureBeginforminghypothesesasquicklyaspossibleLookforopportunitiestoassumeownershipAskquestions,withapurposeandapointofviewInthesecondphase,theprimaryresponsibilityoftheconsultantistobuildthe“factbase”thatwillserveasthebasisforconclusionsResponsibilitiesEffectivenessTipsUnderstandpurposeanduseofappropriateframeworks,analysistools,andtechniquesConductdatacollectionandanalysisinassignedarea(primaryandsecondaryresearch)AssumeownershipforaportionofthedeliverableProvideguidance/coordinatestaffconsultantworkPreviewworkwithclientsBuildgoodworkingrelationshipswithPwCandclientteammembersUnderstandtheediting/reportproductionprocessInthethirdphase,theprimaryresponsibilityoftheconsultantistodevelopastrong“pyramid”insupportofrecommendationsResponsibilitiesEffectivenessTipsParticipateingeneratingandassessingalternativesandrecommendationsAssistteamleadindevelopingthestoryandfleshingoutthepyramidAssumeownershipforportionsoftheworkproductsanddeliverablesTestrecommendationswithclientsReviewanalysesanddeliverablesforaccuracyandconsistencyInthefourthphase,theprimaryresponsibilityoftheconsultantistodevelopthedetailedplansthatlinkideasandactionsResponsibilitiesEffectivenessTipsAssistinpreparinganimplementationplanSupportselectedclientmanagersintranslatingchangeDevelopacommunicationsplanParticipateinperiodiccheckupsIdentifyemergingroadblockstoimplementationofpotentialsolutionsInthefinalphase,theprimaryresponsibilityoftheconsultantistoidentifyopportunitiesforbothlearningandknowledgesharingResponsibilitiesEffectivenessTipsPreparetheanalysesanddeliverablesforclientdeliveryIdentifylessonslearnedandpracticedevelopmentopportunitiesPreparetheworkpapers(hardandsoftcopies)Developacitationforthisengagement,andincorporateinyourresumeConsultantsshouldknowthatcertainbehaviorsarekeytosuccess,particularlywhendealingwithclientsBeHonestWhenyoudon’tknow,sayso.Whenyou’renotsure,admititandoffertofollowupBePreparedBepreparedfortheinevitablequestions,bothstraightforwardandleadingBeDiscreetBecarefulwithwhatyousay–assumethattheclientislisteningatalltimesBeSensitivetoClientPerceptionsBeawareofclient’sperceptions,andavoidbehaviorsthatreinforcetheseperceptionsThekeytomanagingclientperceptionsistoputyourselfintheplaceoftheclient,andthentoactaccordinglyTipstoManage/RebutBehaviorsthatReinforceaNegativePerception“They’’reoverchargingus””Don’’tperformnon-value-addworkduringworkinghoursand/orinfrontoftheclientKeepreferencesof““conspicuousconsumption””toaminimumClientPerceptions“Theythinkthey’’rebetterthanus””Adapttoclient’’sbusinessenvironment(e.g.,workinghours,dresscodes)TreatalllevelsofclientpersonnelwellBeconsciousoftheclient’’stimeDon’’toverestimateyourownimportance“Theydon’’tunderstandourbusiness””DoyourhomeworkTakeaninterest“Theyarecarpetbaggers””Formrelationships,withoutjeopardizingyourobjectivityBreakDataGathering&InterviewingObjectivesforthissectionProvideanoverallcontextandguideforgatheringdataduringaprojectUnderstandhowdatawillsupportanalysesandotherprojectobjectivesIdentifywheretoobtaindataLearnhowtoorganizeactivitiesandtasksImproveyourabilitytostructureandperformclientinterviewsWhentouseaninterviewContentsofaninterviewguideStructureofaninterviewInterviewtipsSectionAgendaDataGatheringApproachInterviewProcessDefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataAstructuredapproachtogatheringdatacansupportprojectsthroughoutmultiplephasesStrategicChangeFrameworkDataGatheringApproachMobilizationSituationAssessmentStrategyDevelopmentImplementationPlanningLearningKeyPurposeDeterminedatarequirementsIdentifyspecificdataneedstiedtoproposedanalysesDEFINEDATAREQUIREMENTSDetermineotherprojectrelatedrequirementsProvidecontextforprojectManagestakeholdersBuildrelationshipsIdentifyandqualifydatasourcesEstablishcredibilityfortheprojectandprojectteamwithintheorganization+DefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataWhendefiningdatarequirements,considerthatdatagatheringactivitiescanserveavarietyofpurposesKeyActivitiesDEVELOPDATAGATHERINGPLANIdentifydatasourcesPrimarydatasourcesSecondarydatasourcesDetermineappropriatedatagatheringactivitiesInterviewsFacilitatedworkshopsSurveyLiteraturesearchOn-lineresearchArchivalresearchBestpracticesObservationSequencedatagatheringactivitiesDeterminedependenciesConsiderlogisticalrequirementsEvaluateprojectdeliverabletimelineDetermineorderbetween/withinactivitiesAssigndatagatheringresponsibilitiesPwCteammembersClientpersonnelDataservice/contractassistanceDefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataAcomprehensivedatagatheringplanconsiderswheretoobtainthedataandhowtoorganizeactivitiesandtaskstomaximizetheefficiencyandeffectivenessofoureffortsPre-surveyactivitiesIdentifyparticipantsandlocationEnlistappropriatesponsorshipLineupsurveyprocessingsupportDeterminesurveytimetableSelectsurveyvehicle(e.g.,electronic,paperbased,telephone)DesignandpilotthesurveyKeyActivities(SurveyExample)GATHERDATAExecutesurveyDistributesurveyQueryparticipantstoensurepropertooluseFollowuppriortosurveyduedatePost-surveyactivitiesCompiledataReviewdataforconsistencyandcompletenessClarifydataanomalieswithparticipantsPreparedatabaseforanalysisDefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataSuccessfuldatagatheringrequiressignificantpre-andpost-workSectionAgendaDataGatheringApproachInterviewProcessDefinenatureandscopeofinterviewsDevelopinterviewguideMakearrangementsConductinterviewsAnalyzeandsummarizeINTERVIEWPROCESSGUIDEDDIALOGUEFollowastructuredprocessfromdefinitionoftheinterviewprogramtotheanalysisandsummaryofthefindingsHypothesisGeneratingInterviewsClientobjectives“Real”issuesHowthingsworkUnderlyingproblemsWhere““bodiesareburied””ClientcultureDataGatheringInterviewsMarkettrendsCompetitivesituationOrganizationalissuesIndustryeconomicsTechnologyHarddataSalesforceNetpriceMarketshareValidatingInterviews“Blindspots””FeasibilityofrecommendationsValidityofanalysis/estimatesOutsideperspective(customers/suppliers)PoliticsCredibility1.DEFINENATUREANDSCOPEOFINTERVIEWSGenerallytheteamusesinterviewstogainaperspectiveorgatherdatathatisn’’tavailablefromwrittenmaterialsCategoryClientPwCSMEs,Gov’’tAgencies,UniversitiesCustomersDistributorsSubstitutesCompetitorsSuppliersTypicalIntervieweea)Seniormanagementb)Technicalstaffc)SalesmanagersandsalesstaffIndustry““expert””Buyer,specifierDealer,salesmanagerSeniormanagementSeniormanagementSuppliersalesindividualPurposeUnderstandhowclientseestheproblemUnderstandproducts,applications,technologyUnderstandmarketdata,buyingprocess/factorsUnderstandgeneraldynamicsofindustry,politicalconsiderations,regulatorytrendsUnderstandcustomerneeds,purchasingcriteria,competition,marketdataUnderstandmarketdata,viewofclientandcustomersUnderstandeconomicsofsubstitution,reactionofmarketCheckourview,understandposition,responseIntegratewithclient,importancetodrivingclient’’sbusinessWhenFirstSecondThirdLastDuringatypicalengagement,talktoarangeofpeopleinasequencethatallowstheteamtobuildonitsknowledgeIllustrativeüRecommendeduseNatureofInterviewIn-depthInterviewComplexIssuesSensitiveTopicsData-intensiveQualitativeIssuesShortInterviews(TargetedInformation)LargeNumberofInterviewsüüüüüüüüüüüüüIn-personPhoneFocusGroupTwoInterviewersTypeofInterviewThedecisionastohowandwheretoconductinterviewsdependsonthenatureoftheinterview...üüüIllustrativeIntervieweeClientInterviewsCustomer/SupplierInterviewsCompetitorInterviewsThird-partyInterviewsüüüüüüIn-personPhoneFocusGroupTwoInterviewersüüüüTypeofInterviewüRecommendeduse…andonthetypeofintervieweesIllustrativeUseissueanalysisasastartingpoint:TopicsDataneedsSequencetopics:TobuildcontextTobuildunderstandingTobuildrelationshipUsevisualaids:Tables/graphsOthergraphics

(businesssystem)Separatetopics/questionsinto:(a)absolutelymustfindout(b)wouldliketoknow2.DEVELOPINTERVIEWGUIDESAnInterviewGuideflowsfromtheissueanalysisandservesasatoolfororganizingtheinterviewIntroductionGeneralSpecificDataFormsClosingThisstudy/projectToday’’sdiscussionWhatresponsibilitiesdoyouhaverelativeto……?Whatfractionofequipmentissoldto...?WhatareCSFsinthesemarkets?Howwouldyoudescribeyourrelationshipwithyourdistributors?Anythingelse?CanIhaveacopyof……?Thanks!Theinterviewguideshouldincludeanintroduction,thequestions,andtemplatesforrecordingcomments/answersOnetopicatatimekeeptheintervieweefocusedWatchphrasing/meaningbeclearanddirect(minimizejargon andconsultantspeak)Givebackgroundtobutdon’tbiasanswershelpintervieweeAskaboutspecificsusefollow-upquestionsas appropriateKnowandcoveryourletlessimportantpointsslipifprioritiesnecessaryStructurethequestionscarefully--paycloseattentiontothespecificwordingandsequenceIssuePossibleResolutionsCanwerevealclientidentity?BeforeinterviewAfterinterviewGenericonlyNotatallAretheresensitiveissues,oristhisatouchysituation?WhatistheQuidproQuo,ifany?Whowillgeneratenames?AreanyintervieweesPwCclients?SkipitClientwillhandleitJustbecarefulYourinterestandpresenceOurestimatesordataAwrittensummaryProjectteamPwCClientContactclientpartnerfirst3.MAKEARRANGEMENTSBEFOREmakinganyarrangements,confirmwiththeprojectmanager(orpartner)tounderstandhowtohandlepotentialissuesFirst,beforemakinganyarrangements,understandhowtohandlethefollowingissues:CallMakearrangementsinpersonCallearlyGetanameCallbackUseavarietyofbasicapproachestogaintimeTheyarekeyIt’sintheirinterestItmaybeinterestingAnticipateresistancetoparticipationTimeConfidentiality“Idon’tknowanything”ConfirmConfirmarrangementsPurposeanddurationDate,time,locationAttendeesPlanAheadGiveyourselftimeUsuallyoneweekSometimestwodaysOn-the-spotcallmayhelpArrangeforassistancefromtheclientProjectassistantClientTeamLeadClientProjectManagerKnowwhereyou’regoingGetamapGetdetaileddirectionsArranginginterviewstakestimeScaleEconomiesArePossibleALearningCurveDoesExistScheduleseveralinterviewsperday,thoughnottoomanyScheduleadequatetimetocompleteyournotesimmediatelyaftereachinterviewSchedulelessimportantinterviewstooccurearlierinthesequenceRefinequestionsintheinterviewguidebasedon““howtheinitialinterviewswent””Scheduleseveralinterviewstooccurperday,andsequencetheseinterviewstotakeadvantageofthelearningcurveINTRODUCTIONCLOSINGGUIDEDDIALOGUE4.CONDUCTINTERVIEWSAninterviewisaguideddialoguethatyouintroduce,conduct,andcloseUsetheintroductiontoestablishrapport,createacontext,andfocusattentionontherelevantsubjectmatterIntroduceyourself,PwC,theprojectteam,andthestudy/projectBuildcredibility;onlythetruthDon’tbepompousDescribeanyfactorsassociatedwithconfidentialityConfirm/statethenatureoftheconfidentialitytheintervieweecanexpectEstablishifacompetitivesituationexistsConfirmthelengthoftheinterviewRespondtoquestionsorconcernsMonitortheprogressoftheinterviewagainstyourschedule--alwaysleaveenoughtimetoproperlyclosetheinterviewPlaninadvancehowtocloseeachinterview:SummarizeanyagreeduponactionsornextstepsObtainnamesofotherkeyindividualstocontactArrangetoobtainanyunfamiliardocumentsreferencedExpressgratitudeSchedulefollow-upinterviewifrequired;otherwise,leavethedooropenforareturncallBeforebeginningthenextinterview,completeyournotesandreflectontheimplicationsofwhatyouheardCompletethenotesimmediatelyWritedowneverythingyoucanrememberHighlightincompleteareasProvidebackgroundtoputtheinterviewinperspectiveCreateaheaderwiththedate/timeandparticipantsDescribetheparticipants’titles,responsibilities,historieswiththecompany,attitudeduringinterviewReflectontherelevanceofwhatwassaidEditthenotes,highlightingcriticalresponsesandinformationThinkaboutwhatelseyouneedtoknowGuideNotesDataAnalysisSummary5.ANALYZEandSUMMARIZECreateaninitialanalysisandsummaryoftheinterviewsandaccompanyingdataDeveloppreliminaryconclusions--ask“sowhat”asyouwriteeachconclusionTieconclusionstoinitialhypothesesUsetheissueanalysisplanandinterviewguideasstartingpointsLookbeyondthefactsAsk““Why?”and“Sowhat?””LinksupportingdatatotheconclusionsIdentifypotentialproblemswithregardtoFeasibilityofrecommendationsConfidentialityImplementationconcernsQualifyopinionsasappropriate,e.g.,duetoinsufficientoruncertaindataProvidealistofnextstepsaspartofthesummaryOtherinterviewstobescheduledOtheranalysestobeperformedOtherdatasourcestobereviewedOtherissuestobeexploredPossibleNextSteps:POTENTIALPIT-FALLSPlanningandexecutingasolidinterviewingprogramcanbedifficultTalkingtothewrongpeopleMissingkeyissuesBreachingconfidentialityNevergettingtospecificsMishandlingsensitiveclienttopicsAskingquestionsthathavealreadybeenansweredSettingfalseexpectationsFailingtobringinsightsbacktotheteamINTERVIEWTIPSPracticemakesperfectPreparationandpracticearekeyListencarefullyProbefordetailsUsetheinterviewguideasatool--beflexibleBalance““coveringyourprioritiessoyougetwhatyoucamefor””with“remainingflexiblesoyoucanpickupunplannedgems””GetquotesandanecdotestodocumentqualitativeissuesTakeaccurate,completenotes--templateshelp;havingasecondpersontakenotesalsohelpsReturntoearlierquestionsattheendoftheinterviewtoclarify,fillingaps,and/orverifyresponsesRespectyourtimecommitments(e.g.,arriveontime,leaveontime)Learnhowtorecognizeandrespondtointerviewee’sdispositionBreakPersonalDevelopmentPlanningPersonalDevelopmentPlanningPyramidAddyour2-yearpersonalgoalsAddyour1-yearpersonalgoalsAddyoursub-goalsforthisyearthatwillsupportyourlong-termgoals2-YearGoals1-YearGoalsPeopleSub-GoalsFirmSub-GoalsClientSub-GoalsPersonalDevelopmentPlanningPyramid--Sample2-yeargoals1-yeargoalsSub-goalsBesoughtoutasaStrategySMEanIndustrySMEContributetoathoughtleadershipwhitepaperObtaina““1”performanceratingforClientResultsOrientandassimilatenewprojectte