Reinforcing your Advisory Role /f390

You have been asked to serve as an advisor and you don’t know where to begin: when to be an expert and when to be a facilitator. Excelling in this role demands a clear understanding of what is expected of you and the capacity to create a trusting relationship with the client. To achieve this, we propose a six-step approach that will give you the capacity to influence and fully play the advisory role.

Purpose

Increase your impact through a more appropriate positioning and the use of a structured intervention process, thus increasing your effectiveness and credibility as an advisor.

Customers

For advasors

Learning objectives

• Define the essence of the advisory role and know yourself betteras an advisors
• Familiarize yourself with a structured intervention process and the principles, techniques and tools specific to each step.
• Develop the attitudes, skills and knowledge needed to perform your advisory role.
• Use your power to influence and your leadership as levers of performance in exercising your advisory role.

Breakdown

Theoretical lectures (30 %); experimenting and hands-on exercises (70 %).

Content

Introduction: Advisory role

• The dynamics of roles within an organization
• Activity: The level of consistency between expectations and your vision of your advisory role

The consulting process

• The six steps of the consulting process
  • Transversal “T-Shaped Management” model applied to the advisory role
• Role-play using concrete examples
• Tricks of the trade related to co-accountability and co-responsibility
  • Activity: Preventing and dealing with sticky situations of co-responsibility

Traps in exercising your advisory role

• • Practical exercise: Identify your traps from the most common consultation traps
  • Action report: Productive strategy for dealing with your traps

Practice workshop

• • Let’s practise: Intervening on a real situation
  • Peers learning activity – Group discussion debriefing

Advisory role action levers

• • The power of influence and of informal leadership
    • Power, authority, influence and leadership
    • Exercise: Influencing others using an “advisory”position
    • Situational exercises and participatory interventions based on participants’ reality
  • Powerful questions
    • Uncovering what is at play for the client
    • Experimenting with powerful questioning
    • Multi-angle analysis grid: A tool

Your development plan as an advisor

• Learning assessment and your development challenges
• Developing your personal action plan
• Training evaluation