A profile of the four client types (Economic Buyer, User Buyer, Technical Buyer and Coach) as identified by Robert Miller, Stephen Heiman and Tad Tuleja in their book Strategic Selling.
An examination of the four distinct intervention styles (acceptant, catalytic, confrontational and prescriptive) and a discussion of the advantages and disadvantages of using each one.
John Heron’s research offers the internal consultant 18 different facilitation styles that they can use at any stage of a project where they take on a facilitator role.
A look at David Maister’s research on how external consultants in professional service firms market themselves and how his model applies to internal consultants.
A profile of leading practitioner Mark Thomas’ views on how the role of the internal consultants differs from that of external consultants working outside their own organisations.
A profile of the 12 different forms of resistance that a consultant may face, together with an examination of Peter Block’s strategy for using facilitation skills to deal with client resistance.
The word trust is synonymous with reliability but it is in fact a function of many more things. This article takes a look at the Trust Equation as outlined by Maister, Green and Galford in their work, The Trusted Advisor.
This article provides an introduction to the work of David Ulrich; one of HR’s foremost thinkers. It covers the evolution of Ulrich’s HR business partnering model since its introduction in the 1990s and discusses its influence upon the HR profession as a whole.
A strategy to help HR practitioners position themselves as effective business partners. This will go some way to addressing the CIPD’s findings that HR professionals feel they need more development if they are to be truly successful in a strategic role.
This article offers some pointers on how to establish a trusting relationship with all your clients.
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