How Does a Process Consultant Bridge the Gap?

It is not at all uncommon for a process consultant, steeped in the virtues of his or her best practice expertise, to lose sight of the importance of selling their ideas. At times we do live an illusion. Why wouldn't everyone recognize the value of what we bring to the table? It just makes sense, right? Well, there are those with whom we work that are, at best, suspicious and at worst highly skeptical and resistant.

One particular project to which I contributed repeatedly helps me bridge the gulf between the domains of the highly technical and management. Under the guidance of a technical architect, this project required a careful integration of a technical solution couched within several key processes of IT Service Management. This was a unique opportunity for me to use my process design, improvement, and management guidance skills as part of a rather complex technical project. I have since used the solution we designed as an example of the critical importance of adopting a best practices process framework for my clients. When engaged with highly technical client personnel, I am now able to reference the process elements that underpinned the solution. Not only has this helped gain credibility for my services, but it has enhanced the acceptance of IT Service Management principles within my clients.

Simply put, to bridge the gap:

• Gain real-world, practical experience to which you can relate and gain credibility
• Work the organization from the top-down and bottom up
• Learn to speak the language of the target audience at both ends of the hierarchy
  
• Understand the challenges of all stakeholders
• Be prepared, at a moment's notice, to diagram and talk to your solution highlighting the value all along the way in a language or context that means something to your audience
• And finally, if you are speaking with network people, perfect the art of diagramming your solution on a wet cocktail napkin with a dull golf pencil.