Several years back a colleague of mine (I'll call the colleague "Nellie") was managing a very high-visibility project. This project was high on the radar of key executives all the way up to the CEO of the company and any major mis-steps would send fireworks up the chain faster than lightning. This was one of those "thrill-seeker" projects; definitely high risk but also of high reward if the project was successful. Nellie was up to the challenge and willingly accepted the assignment.
Typically, career choices are made based upon responsibilities, compensation, or prestige where a businessperson makes a change to get a higher salary, more responsibility, or greater prestige. What about the situation, though, where the driver behind a career choice isn’t any of these; where it’s the needs of a child that drive the change? My choice was precisely that.
Trevor was a happy, normal, active baby. He was able to laugh, coo, cry, and do all of the other normal things that his big sister, Briana did at that age. To my wife Patty and me, everything seemed to be just fine. At about age two, we noticed that Trevor was hardly saying any words and was very into his own world with puzzles, coloring, and videos.
So let's cut to the chase...
You may be a great consultant, one who effectively applies his or her wisdom and experience to help his or her client solve some tough business problem. That's all fine and well. When it comes to facilitation, though, it's a different ballgame and a very different approach to problem solving. I like to think of the difference as follows:
So we've all been to the doctor. We know the feeling of getting marched into a sterile examination room, given a gown that only covers the front half of your body, aked to step on a scale, prodded with a thermometer, asked to pee in a cup. Then there's what seems like an eternity of sitting on an examination table with your hind quarters hanging out waiting for the doctor to come in the room. Then after what seems like an eternity the door bursts open and the doctor pronounces, "Hello, I'm Dr. Goofleblat..."
Some time back I was responsible for a portfolio of projects being done within the finance organization of my company. One of the projects was outsourced to a large consulting firm who supplied the project management, analysis, and development resources to the project. I would hold weekly meetings with the project manager who consistently gave me a "thumbs up" on the project up to the first key milestone being hit. When the week of the first milestone approached, he announced that the milestone was going to have to slip by a week to ensure successful delivery. The next week came along and again the project slipped a week. This went on for two more weeks with the promise of "we'll for sure nail it next week." I decided to do some crawling around the project to assess where the project was really at. Turns out we were at least a month away from delivering to the milestone which was already a month late.
Contact Lonnie about article reprints. Please specify article you wish to reprint.
See Lonnie's Amazon Author Page