 From updating your strategy to scaling your team, growth is change and change is hard.
Visual Consulting (sometimes called Process Consulting)* is when a consultant is hired to visually “facilitate the organization to perceive, understand, and develop the organization’s business and human processes, in order for the client to improve the situation themselves, as they define it.” This differs from “Expert Consulting,” where the client has a perceived and predetermined need and a consultant is brought in to share their expertise related to that specific need. It is also different from “Pair-of-Hands Consulting” (or staff augmentation) where the consultant (or consulting team) is brought in to fulfill work that the client lacks the time or resources to deliver. Visual Consulting is about teaching the client to fish, not fishing for them, or selling them fancy fishing equipment. If you are experiencing the following, you may need someone to consult with on your vision, culture, story or strategy.
There are four things to look for when hiring a process consultant. 1. They are Process-Agnostic If a consultant tells you they have an out-of-the-box solution, don’t believe them. There is no one-size-fits-all remedy. There is no killer app in consulting. It is dynamic, empathy-based work that requires deep listening and should include the wisdom (and the elements that work) from different maps, models and methods. A good consultant should have a belief in human potential and a passion for building capacity on your team, regardless of what book they’re reading. 2. They Understand the Process of Change Look for a consultant that understands the positive and negative effects of change, what resistance to change looks like in individuals and groups, how to ease or work through that resistance, and ultimately, how to empower teams to lead themselves through change. If the change work (or creativity, or innovation) ends when the consultant leaves the room, they are not the right consultant for you. A good consultant strives to develop resilient, emotionally intelligent teams that are well-versed in the language of change and fire-tested in the crucible of transformation. 3. How They Do Anything is How They Do Everything Take notes on the sales/discovery call and their approach to setting boundaries and expectations. Notice the way they organize information and their attention to detail. This is exactly how they will engage with you (and possibly your clients). If they are late, rushing, scattered, forgetting things, their tone is too negative (or jarringly upbeat and positive) this is not a good sign. A good consultant matches your energy, makes you feel at ease, asks great questions, and sometimes provides clarity and answers before you can form the questions. 4. The Proof is in the Artifact They are a visual consultant, so look at their visuals. Are the final deliverables something that will be ready to share or distribute with your team/organization? Do they have visual impact? Will they be memorable or just another “dumb” report? The efforts and summary of your work should not only live on and easily shake hands with your implementation lead or strategic plan, but they should inform (or change) the way you tell your story -- internally and externally. If you still have questions, let’s set up a Discovery Call to discuss what’s happening in your business. * Source: Visual Consulting: Designing and Leading Change, David Sibbet and Gisela Wendling, PhD.
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Do I miss being in the room? Yes, as a facilitator, coach and consultant, I miss being with people. I miss the awkward silences, the reading of body language, the laughter reverberating off the walls, the high-fives after a big win. I miss the hugs after a really great breakthrough session. I miss struggling with the oversized Post-it Sheets, spilling the Sharpies and hanging the 30x40 engineering prints with blue painter’s tape. I miss the side conversations. I miss the snacks. And, I love the problems we’ve been able to solve as well as the solutions we’ve been able to build together using virtual tools like Zoom and MURAL. MURAL is a digital workspace that enables innovative teams to collaborate visually and remotely. And, it’s fun. It taps into the part of my brain that loves graphic design (bringing harmony and emotion to a compelling composition), information design (where should my eye go next?) and even the 10-year-old part of me that would sit at the dining table and design board games. Here are some of the different ways I use MURAL:
And, here are the top 10 Murals I created in 2020-2021 (and their outcomes).  10. OBJECTIVES and KEY RESULTS Objectives and Key Results (OKRs) is a goal-setting framework for defining and tracking objectives (aspirations) and their highly-measurable, time-bound outcomes at every level of your organization. Outcomes:
 9. CUSTOMER JOURNEY MAP For organizations with an emerging or reimagined line of business, the Customer Journey Map is a half-day virtual session that helps you make decisions that fit consumer and buyer needs in an environment that’s lively and productive. Outcomes:
 8. STRATEGIC VISIONING This academy needed to pivot all of their students and clients from in-person classes to virtual sessions - all while moving their offices within two months! We led a Strategic Visioning session for their leadership team using templates from The Grove Consultants, International. We also provided Executive Coaching for six weeks post-retreat in order to stabilize the operational plan. Outcomes:
 7. STORYBRAND StoryBrand is a marketing messaging tool that allows organizations to clarify their message using a seven-part process that leverages the power of story. Used correctly, this powerful tool can help your business become a valuable asset in the lives of your customers. Outcomes:
 6. VISION BOARD WORKSHOP Forget the magazines and glue sticks! In this fun and interactive workshop, we took inventory of our wins and accomplishments and set a bold trajectory for our big 2021 milestones. Outcomes:
 5. VISION AND VALUES For a quickly-growing team, this session included the creation of a Vision Statement, Mission Statement and the definition of Core Values. Using a basic Design Criteria (must, should, could, won’t) we identified key aspects of the Mission as well as themes that would later become the OKRs. Outcomes:
 4. DiSC WORKSHOP Using the DiSC Assessment, teams separated by style to discuss the do’s and don’ts of communication and leadership. A final roundtable invited the teams to share insights about the easy and magical ways they might work better together. Outcomes:
 3. DESIGN SPRINT This was a fast-paced, fun and interactive multi-mural event for the internal RIDG team. During the challenge, the participants received the resources and toolkit required to create a digital prototype, refine it, make their pitch and declare one team the innovation champions! Outcomes:
 2. MY PERSONAL PROJECT BOARD From sketching out high-level concepts and project planning to tracking my sales pipeline and outlining blog posts, MURAL has become my primary playground for problem-solving. Outcomes:
 1. WILDERNESS RETREAT
This wilderness-themed retreat features a labyrinth, breakout sessions, dangerous animals, river rapids, a campfire session, gallery walk, and a hidden Bigfoot! Outcomes:
Do you need help building an amazing Mural of your own? Schedule a Discovery Call today. Call Joran at (727) 771-5656 or e-mail joranslane@gmail.com.  Here's the most important thing I learned in 5 years working at a consultancy.
It was hinted at when I became a non-smoker, it slapped me in the face when I became a parent, it was drilled into me when I became a coach and a chaplain, and as a consultant working with executives, it became so far cemented into my understanding that I now take it for granted. It remains true across the board -- for CEOs, salespeople, accountants, administrators, artists, doctors, cashiers, students -- anyone who receives information daily through their senses and is tasked with integrating it into their attitude, outlook, strategy or worldview. It is true for individuals as well as organizations. It is true for teams, tribes and nations. So, today, for whoever needs to hear it: YOU MUST LET GO THE IMAGE OF WHO YOU ARE BEFORE YOU CAN BEGIN THE WORK OF BECOMING SOMEONE NEW. You’re probably thinking, “that’s great, but how.” Here’s the how: You currently have an image or an idea of yourself. Burn it, scream at an empty chair, write it out, sweat it out, but get rid of it until it stops showing up. Then grieve it -- cry, laugh, tell stories about it. “Remember that time I …” In my studies as a chaplain, I learned that before you can affirm, you must deny. Clear the hovel, tear out the weeds, scorch the earth, only then can you till and plant and build. You must say (out loud):
Then, remove those environmental triggers or the people in your life who don't see your potential (the smokers or quicksanders who are angry and jealous that you've left them behind), those who would judge, ridicule, diminish or minimize your efforts to evolve and grow. Surround yourself with those people (and voices) who are succeeding and making the change look easy. Organizationally, this may look like onboarding (or removing) the people who can't grok the new vision. All the while, affirming:
It all begins with screaming out loud for all to hear (and sometimes destroying something). |
ABOUT THE AuthorJoran Slane Oppelt is an international speaker, author and consultant with certifications in coaching, storytelling, design thinking and virtual facilitation. Archives
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