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Becoming a consulting psychologist appeals to many, however, one often hears about the difficulties individuals have breaking into the field. Many graduate students get the impression that in order to break into consulting, one must gain experience consulting with large businesses/corporations or one must land a job with one of the larger consulting firms.
The purpose of this article is to highlight the opportunities that are available to emerging consultants in their own local communities, perhaps in the context of governmental agencies, non-profit organizations, school districts, and colleges or universities of higher
education. In this article, these types of organizations are described as unconventional simply because they may not be the first thing emerging professionals think of when looking to gain experience. However, these organizations often have a strong need for services, and hence may offer a wide variety of consulting opportunities.
In order to take a closer look at just how one would go about gaining experiences of this nature, I decided to interview three professionals (see below) who currently engage in such consulting work. The following discussion provides examples of how to build consulting experience through contract work, consulting within higher education, community agencies and nonprofit organizations.
Interviewees
Dr. Christopher Awad serves on the faculty of the Truman School of Public Affairs as a Research Assistant Professor and Associate for the Center for the Study of Organizational Change at the University of Missouri - Columbia. He provides training and consulting services to leaders and managers in all sectors, with emphasis on the public sector, including governments, nonprofits, institutions of education and health care organizations. Areas of interest and experience include organizational change, leadership development, team building, strategic planning, conflict resolution, executive coaching and communication.
Dr. Jennifer Boyce earned her Ph.D. in Counseling Psychology at Arizona State University. She has provided career counseling/coaching, assessments, and team building workshops on various topics related to organizational effectiveness. Her work has been informed by her extensive international travel. Jennifer is an active member of APA Division 13 (Society of Consulting Psychology) and the current editor of The Consulting Psychology e-newsletter.
Dr. Greg Holliday serves as the Director of the Assessment and Consultation Clinic at the University of Missouri - Columbia. Dr. Holliday also serves as the Director of the Administrative component of the President's Academic Leadership Institute at the University of Missouri. Dr. Holliday serves as a Head Start consultant as well as a Fellow at the Imagination Lab in Lausanne, Switzerland. He provides trainings and consulting services statewide and regionally on such topics as learning disabilities, ADHD, leadership development, staff development, team and identity building.
Chris Awad
Please think of one consulting project you have been involved with:
When I entered my Counseling Psychology doctoral program at the University of Missouri - Columbia, my department chair, upon hearing of my interest in organizational dynamics, suggested I meet with a professor named, Dr. Michael Diamond. I took Dr. Diamond's class on organizational analysis and change and was hooked! At the time, he offered limited opportunities for some students to take part in supervised consultation work. I asked for him to let me know if any such opportunities arose.
Dr. Diamond contacted me and offered me the chance to conduct some interviews and attend consulting team meetings for a project with a large medical school department. It was a wonderful learning experience for me.
Because Dr. Diamond has been actively consulting for over 25 years, most consultation opportunities come to him directly, outside any formal proposal or bidding process. However, I regularly meet with various department directors and executives in nonprofit agencies to let them know about our services and to learn about some of their work and challenges. This approach has resulted in several consulting contracts, though many contracts still come directly through Dr. Diamond.
First, my own work experience (non-consulting work) has really helped me empathize with employees at various organizational levels. As my organizational intelligence has increased, I think about my own experiences more systemically. Second, I called several local consultants early on and offered my service to them. Some did not result in any opportunities, but a couple did. I was able to see how different consultants work and how different theories drive very different types of work and interventions. Issues around boundaries, roles, expectations and deliverables look very different under different models of consultation. Third, I have participated in experiential learning opportunities, such as group relations conferences. This has really allowed me to learn how I behave in groups and how I can better use my own experience in groups to help clients. Fourth, I continue to learn during every project, every introductory meeting and every interaction I have with clients, whether that work is contractual or not.
Stay open to learning! Perhaps the most challenging part of the consulting I prefer is the constant reflection and learning that accompanies it. In helping individuals and organizations to change, they must learn. Likewise, good consultants are open to learning and preset that posture with their clients. Learning is not easy, especially when using one's self as an instrument of change. This will help you as a consultant and as a person.
Also, please do not hesitate to pick up the phone and schedule informational interviews with as many practitioners as possible, even those who may do work outside your direct area of interest. Learn what others do and offer your assistance on projects, even if it comes with relatively low compensation. It is hard to predict what you will like and your resume will look much better if you can list broad project experience.
Good luck!
Jennifer Boyce
Please think of one consulting project you have been involved with:
I replied to a web advertisement for a contract position doing data analysis that targeted someone with a Masters in Industrial and Organizational Psychology. Ironically, I was told that I was overqualified, but they may have other contract work available that would be a better use of my talents...And it did better suit my talents.
I spoke to the person hiring for the original position.
There was not an initial proposal process. When the other project arose, I had to estimate how long each facet of the project would take and submit a proposal outlining hours and various options. I essentially had to plan the entire project.
For this particular project, my thesis and dissertation well prepared me. In addition, I make it a point to keep abreast of current business news by reading various business media including the Wall Street Journal, Business Week, CNN, etc. The intersection of knowledge about the company, the project needs, and current business news put me in a good place.
Work like hell and understand yourself and the type of work that drives you. It has taken me some time to pinpoint my drive and overlay that on a work environment. Also, target companies for whom you would like to work. Join associations where individuals in your target company would congregate and network your way into an information interview. It takes time.
Greg Holliday
Please think of one consulting project you have
been involved with:
I had a previous relationship with a governmental agency based upon provision of direct services. The agency recognized it would be helpful for their staff to know more about certain topics. The agency looked to me as someone who had knowledge in those areas but also someone who would work well with their staff.
I got started with training some of their staff about vocational implications of learning disabilities and attention deficit disorder. That work stemmed from expertise in assessment and rehabilitation, it also stemmed from working in a clinic where we provided direct services to the agency. This led to me integrating knowledge about adult learning with knowledge about the content area to create some training experiences for their staff.
For every new training activity, it begins with some informal conversation. Typically the agency says, we are thinking we need to do XYZ, is that something you'd be interested in doing? I say, tell me more about what you want? Sometimes I meet with their central office folk and we brainstorm. We develop the project together. We identify what need they are trying to address, who is the target population, what is the best format for the training, and any unique factors. On occasion, they request a written proposal to solidify what was covered in conversation. Typically the trainings have been collaboratively designed prior to the writing of the proposal. This occurs because of the established relationship I hold with the agency. They are comfortable talking to me about what they want, what resources they have, and I'm comfortable tossing out ideas. That is the value of having an ongoing relationship with an agency you provide services to. There is trust in the relationship. The other important piece is the more I work with them the more I know about their culture, their business, their limitations, their strengths, so I'm able to tailor the services to best fit their organization.
First, I have very specific content expertise about their business. I have knowledge and skills about what they do. Second, I try to really pay attention to adult learning literature so that I not only have something they need, but I know how to deliver it in a way that works. I received experience in this area through teaching experience in continual education programs. I taught continuing ed programs for adults and that really gave me the opportunity to figure out what works and what doesn't work when you are teaching people who are already successful professionals but needing or wanting to learn something else.
Observe how successful professionals balance expertise and humility. You have to go in and know something and act like you know something BUT if you act like you know more than they do, you are in trouble. It's OK to know more about your content but you have to value that they know more about their organization.
Summary
In summary, Drs. Awad, Boyce, and Holliday have provided some excellent examples of ways to consult through contract work with agencies, nonprofits and on a University campus. These experiences can help one gain valuable experience as a consultant and provide emerging professionals the opportunity to refine one's skills on-the-job.
 Melanie
Flanders, M.A. is a doctoral student at the University of Missouri –
Columbia. Melanie received her bachelor’s degree in
Psychology from the University of Montana in Missoula, MT.
Her research focuses on leadership, organizational development,
and consulting psychology. Melanie works for the
President’s Academic Leadership Institute assisting with the
development and coordination of the Administrative Leadership
Development Program within the University of Missouri System.
Melanie currently serves as Graduate Student Representative of APA
Division 13.
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