OVERVIEW OF BOOK CONTENTS

We begin with two chapters that provide the flow of steps and logic that are the framework for performance consultants. In Chapter 1 we describe the nine steps in the Performance Consulting Process. The logic and mental model that guide the thinking and actions of a performance consultant are described in Chapter 2. These two chapters can be viewed as describing both the “what” (the mental model) and “how” (the process) of performance consulting. The remainder of the book is a deep dive into the optimal practices and techniques for performing each of the steps in the Performance Consulting Process. These steps are organized into four phases of work.

First Phase: Identify Strategic Opportunities

The first phase of work focuses on identifying strategic opportunities. By “strategic opportunities,” we mean the results that the business or organization must achieve to ensure long-term success. Through our partnerships with managers who “own” accountability for business results, we gain access to the projects that will benefit from our work. Chapters 3, 4, and 5 provide techniques for deepening client partnerships, as well as identifying strategic opportunities both reactively and proactively.

Second Phase: Assess Business and Performance Needs

The second phase in the Performance Consulting Process focuses on assessing business and performance needs relevant in a given situation. In Chapters 6 through 8, we provide the “how-to’s” for assessing what SHOULD be occurring, what IS occurring, and the root CAUSEs for these gaps. Once causes are known, selecting the appropriate solutions is possible. We do not discuss how to design the solutions required to enhance the performance of people and organizations. There are literally hundreds of books dedicated to solution design. We do discuss how to decide, with your client, on the solutions that will be required.

Third Phase: Implement and Measure Solutions

Planning for measurement begins at the time that goals for the initiative, and solutions to be implemented, are determined. This is what we mean by the statement that measurement is a front-end process—planning begins before you launch solutions. Chapter 9 introduces you to the Alignment and Measurement Model that integrates performance consulting and measurement processes. This model has five levels of measurement corresponding with the increased level of impact that can occur as solutions are implemented. Which level(s) to focus on and how to design the appropriate measurement process are topics we include in this section. Chapters 10 and 11 describe techniques for developing a measurement strategy and analyzing the data obtained, including return on investment (ROI).

Fourth Phase: Report and Sustain Results

Once measurement results are known, it is critical to share the findings with clients and other stakeholders. This is where the proverbial rubber hits the road with regard to performance consulting initiatives. Which business and performance results did we obtain? Which results are unsatisfactory—and why? And how can we sustain results over time? We address these questions in Chapter 12.