## Review Date 2022_11_02 #note/sourcereview/book | #on/consulting | #on/trust ## What is the thesis? *Trusting ourselves is the path that serves us well with clients and increases the chances that our expertise will be used again and again.* (p. 11) A consultant is a person who influences but has no direct control. Once you take direct control, you become management, and take on the roles of [[management is doing things right, leadership is doing the right things]]. Clients are the people, teams, or organizations you are trying to influence, and [[influence is making change without authority]]. This means that when you take the role of having authority, you are acting as a line manager, which doesn't result in the long term change the organization needs to be sustainable after you are gone. The expert consultant uses their technical expertise combined with [[Relating]] skills leveraged by their [[Consulting skills]] ![[Consulting skills]] ## Am I convinced and why? ## Summarize the argument 1. A consultant by any other name 2. Techniques are not enough 3. Flawless consulting 4. Contracting Overview 5. The Contracting Meeting 6. The Agonies of Contracting 7. The Internal Consultant 8. Understanding Resistance 9. Dealing with Resistance 10. From Diagnosis to Discovery 11. Whole-System Discovery 12. Discovering Gifts, Capacities, and Possibilities 13. Get the Picture 14. Preparing for Feedback 15. Managing the Meeting for Action 16. Implementation 17. The Elements of Engagement 18. Teacher as Consultant 19. The Heart of the Matter ## What is the other side of the argument? ## What else do I wonder about? ## Action ## When do I want to stumble across this? ## Source: Block, P. (2011). _Flawless consulting: A guide to getting your expertise used_ (3rd ed). Pfeiffer. ## References, Quotes, Ideas ```dataview table file.mtime.year + "-" + file.mtime.month + "-" + file.mtime.day as Modified from [[ ]] and !outgoing([[ ]]) sort file.mtime desc ```