newsletter articles (CONTINUED)

to cost you a little more than a dime, but you should find the investment pays off handsomely.

The buddy approach means your SME is able to complete and perform at both roles without being under unacceptable pressure. In addition, by careful choice of a buddy there will be a good skills transfer into the business… is that what they call on-the-job training?

FIRST PUBLISHED MKAL UPDATE SPRING 04

Is it possible to achieve more with less? What could you achieve if you could use your business subject matter experts (SMEs) to their maximum effect? After all, it is these key resources that have the in-depth knowledge of how and why your business runs the way it does, and who better to help you shape the future--if only they could spare the time? Well, one way is to use a buddy.

A buddy is an additional resource brought into the organisation to work with your line managers and SMEs to enable them to achieve more. Let's say there's an important project you want your line manager to lead but a major challenge is how to free up enough of their time without affecting their performance in their day job. This is where the buddy is a real enabling mechanism.

The buddy is able to help the line manager set up the project by completing the routine tasks, ie, pulling together plans, letting others know what's happening and when, completing documentation, chasing colleagues for their input, arranging meetings, taking notes, running workshops and walkthroughs, identifying issues and facilitating resolution. Maybe the buddy even helps the line manager with some aspects of his day job.

So where do you find a buddy? The consultancy market can provide a range of resources from which to choose. The critical point, however, is to select a consultant with wide-ranging skills and extensive experience, yet who is willing to maintain a low profile in the background supporting your SME, rather than basking in the glory of running the project him/herself. Unfortunately, such skills are likely

Bringing in the consultants is a relatively easy step, providing you have the money to spend, and you can find the right individuals to meet your needs. Very often it works well. But how do you party company with them? Once you've grown dependent on their skills and expertise, not to mention their appetite for more work, how easy is it to go it alone?

Many organisations find that they develop a dependency culture on either a firm of consultants or on individuals. Have you noticed how common it is for companies to have consultancy staff who've been around so long that not only do they have a car parking space, but most staff don't even realise they're consultants?

Often, the only thing that breaks the cycle of dependency is swingeing budget cutbacks. Out of the blue, the consultants have to go. But can you cope?

From the consultancy's perspective, it's great when a client relies on you. You become familiar with their business; you grow accustomed to their smiles... But when reliance develops into dependency it doesn't help a long-term relationship, because the consultants often lose their objectivity and independence.

At MossKing, we believe that the best solution is to enable our clients to become independent of us. We've developed a range of

mechanisms that help transfer skills and enable a smooth transition to in-house staff.

Firstly, we have training modules, tailorable to your needs, covering various aspects of project, programme and change management. Courses can be supplemented by 'masterclasses' if appropriate.

Next, we have our Buddy service, where we work alongside managers responsible for delivering change, and give day-to-day programme management support of whatever type is needed. We work together to deliver change.

Finally, when you're ready to go it alone, we can provide coaching. This one-to-one expert support to managers increases confidence, improves programme management skills and enables better decision making. We no longer provide the answers but help you to work through the issues, asking the right questions and prompting wider thinking. Coaching is conducted face-to-face, by phone and by email, dependent on the individual's needs--and diary constraints.

Flying solo could be much easier than you might think.

FIRST PUBLISHED MKAL UPDATE SPRING 05