Navigating Entry into Organizational Development: A Guide for Consultants

Written by: Vitus Dono (MSc OD, ODCC, EMODAL)
First Published: March 21, 2018, on www.vitusodconsult.com

In a conversation with Mrs. Alberta Chuku Dono, a marketing professional in Ghana, she remarked, “Marketing is a skill, but selling is an art.” She explained that people need to see the brighter colors of a new purchase to gain satisfaction. The job is to paint them a picture of added value. The clearer and prettier your art, the quicker the sale.

Entering an organization as an OD consultant can be a complex phase. It may appear straightforward when a client calls you to consult on perceived issues, but it becomes trickier when you initiate the contact. Despite observing and researching enough to identify unhealthy organizational practices, prospective clients might still dismiss your proposals. Your mind constantly questions, “Why am I not getting the attention I deserve?”

Understanding Client Dissatisfaction

One reason for this may be the client’s level of dissatisfaction. Organizational leaders often struggle to acknowledge dissatisfaction in their systems until problems become overwhelming. However, dissatisfaction is a key driver for change and transformation. In my earlier post, “The Role of Dissatisfaction in Change,” I elaborated on how client dissatisfaction can trigger a change effort. It’s important to note that dissatisfaction doesn’t necessarily mean poor performance. Any organization that sees its true reflection will want to grow stronger, better, and healthier. Thus, clients need not be underperforming to warrant an OD intervention. OD is intended to enhance and foster sustainable, healthier growth.

Your proposal must appeal to the client’s desire for added value. Be clear and succinct in describing the benefits of your proposal. Clients seek to maximize profit, so highlighting how your process can enhance productivity and increase profit margins is crucial. Draw a picture of added value rather than focusing solely on transformation. As Dr. Roland Sullivan, one of the original 100 change agents, stated at the 2015 international OD conference in Kumasi, Ghana, “Transformation is so obvious, it needs no measure.” Focus on the additional value the OD process brings rather than the transformation itself.

The Follow-Up Strategy

Realistically, only a few deals are closed on the spot. A business proposal requires constant follow-ups and revisions. The aim is not to pressure the client but to understand their position. A follow-up, preferably in person, allows the client to explain their stance, enabling the consultant to tailor the proposal accordingly. A timely follow-up strategy is crucial in building trust in your proposal and is a key part of the entry process as an OD consultant.

Key Points to Remember During Follow-Ups

  • Understand the client more than you want the client to understand you.
  • Don’t force your idea; listen to what the client really wants.
  • Stay relaxed and professional, knowing that your process will help the client grow.
  • Be flexible with your initial proposal; look for other areas to collaborate.
  • Ensure there is something to follow up on after each meeting.
  • Stay in touch regularly.

For more information on Organizational Development and consulting strategies:

  • Visit the College for Community and Organisation Development (CCOD) at www.ccod.edu.gh, the premier OD technical university in Africa. CCOD focuses on developing appreciative leaders, entrepreneurs, professionals, and academics using behavioral science approaches to promote personal and organizational effectiveness and transformation.
  • CCOD is an official partner of the Institute of Organization Development (IOD), Florida, USA, accredited by the National Accreditation Board (NAB), and affiliated with the University for Development Studies (UDS), Ghana.

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