“I enjoy the variety of tasks, projects, clients, and working across hierarchies and functions.” Manuelle Charbonneau

“Helping leaders and managers work with each other (and various groups of employees) to solve problems and get results.  I enjoy being an expert resource.”  Louise Paxton  

“I enjoy the rich collaboration with other consultants who aren’t psychologists.  Being internal provides unique opportunities to really understand the core businesses and senior leadership team, to develop deeper relationships in different parts of the organization, and to be part of the change process over longer periods of time.” Brian Buford  

“Learning about large organizational systems from the inside so as to build integrated solutions.” Amy Owen

What are your most significant challenges as an internal consultant?  

“Being viewed as an objective part of the organization rather than a part of the executive or management teams.”   Doug Hirschorn  

“Managing expectations of various stakeholders across the organization; creating transparent solutions with high impact.” Amy Owen

“Managing and prioritizing all of the existing (and potential work); partnering with the right people at the right time; designing tools and training that have high impact and really add value in the day-to-day jobs of the client.” Brian Buford 

“In my organization an expert resource is not a job description.  Sometimes being different is a big burden.  I have been able to fit in by working in an area that is pretty broad in scope, has direct access to top management, and is not HR.” Louise Paxton  

“Having to maintain objectivity.” – Mila Baker

“Relationships and political savvy.  90% of my ability to do my work rests on my ability to establish relationships and to read complex and often contradictory political agendas.” Manuelle Charbonneau

From your experience, what knowledge/skills/experiences are necessary to be a successful internal consultant?

“Strong relationship management skills; analytical and strategic thinking; teamwork; being able to understand the business quickly; organization change; communication (especially collaboration; decision-making; problem-solving; influencing skills; group dynamics;  and process consultation.” Mila Baker

“Familiarity with team dynamics; comfort with uncomfortable situations; the ability to de-escalate emotional situations; ability to communicate in a brief, clear manner while maintaining individual’s confidentiality.” Doug Hirschorn

“General understanding of business foundations: finance, strategy, and supply chain.” Amy Owen

What are the main differences between an external and internal consulting position?

“External consultants are not part of the system and therefore are influenced by the system less.  They generally have clearer start and stop points to engagement.  They may have more depth in specialized skills (In some instances).  Some externals have strong marketing skills and can communicate their value and benefit, as well as can bring some needed objectivity.”  Mila Baker

“As an internal consultant you are a committed member of the system that you are attempting to impact.”  Doug Hirschorn  

“Internals know the organization, people, networks, hierarchy, local language, culture, and customs.  It is much easier for internals to know what is going on, who to go to for information, and how to get things done.  Externals are experts in a specialty and are brought it to fix a specific problem.  They are expected to be respectful of the locals but bring in new information, insights, and tools for getting the job done. They should coach implementation by internal people and evaluate the results.” Louise Paxton

 What have been your top insights and learnings as a result of your internal work?

“Relationships are everything; they require attention and nourishment over time.  Constantly step back to determine whether intervention is having intended impact (are unintended consequences being managed?).”  Amy Owen  

“When I first started, I tended to believe more that there was a "right way" of doing things, leading to a bit of a ‘the surgery was a success but the patient did not survive’ type of syndrome, sacrificing at time relationships for results. Now, I am more likely to think first about what level of intervention the individual or the group can tolerate, and focus more on not damaging the relationships. If people get good enough results, they'll come back for more later when they are ready. If the relationships are damaged, they won't and there will be no further growth.”  Manuelle Charbonneau

“A long time ago, I was told to make a choice between being an employee (internal) or an expert (external).  Internals are employees first and have to accept the way things are and work to make them better.  If you don't accept being an employee, you will always be frustrated that you don't have more influence or control.  Internals need to be optimistic, patient, and persistent.” Louise Paxton  

“The most effective work is accomplished when there is partnership between line clients, internal consultants and external consultants all working together to accomplish specific goals.  Building and maintaining strong relationships is critical to success.  Have a broad business focus and clear understanding of the interdependent nature of applied individual and organization behavior vs. having an individual psychology focus.” Mila Baker

 "It is important to tap into a professional network outside of your company in order to grow as a professional.  You need to get comfortable with the reality that you are responsible for knowing all elements of the company without having any favored association to any single department.”  Doug Hirschorn  

If you were to give one tip for our colleagues in external consulting about developing business within an organization, what would it be? 

 “You must understand the business and be willing to learn how to communicate with the various disciplines within the organization.” Mila Baker

“Do great work in a certain niche, make sales calls sparingly, and be known for your integrity and trustworthiness.” Brian Buford

“Listen and ask lots of questions to fully understand the context.  Ensure client feels understood before launching into solutions.  Understand the power structures in the organization.” Amy Owen

“Understand how the company sees you fitting into their organization before you begin to put things in place. This will help you to reduce the amount of toes you step on in the process.” Doug Hirschorn  

“Be an expert brought in to solve a problem.  Work with and respect the employees.  Give credit to everyone who helped you.  Leave the organization more capable than it was before you came in.  Check back and see how things are going after you've gone.”  Louise Paxton

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