Description

Many organisations are now requiring their 'technical experts' to either become consultants or use a consultative approach when working with clients in their areas of expertise.  While this has long been the approach of the professional firms it is now used extensively in the technology, telecommunications and finance sectors.

The reason for this change is sound - if you have multiple employees talking with and working with clients - there are a lot of untapped business opportunities.

You may have already started this transition but need to change the perception of colleagues and clients.  You may want to know how to make this change happen.  Your team will need training in the art and science of networking as technical people often have a need for processes and structure.  Soft selling - networking - can be too ethereal for them.

There are a number of stages in this process - identifying the new role, understanding the benefits and barriers, ensuring they have the skills and techniques, finding the right support and development interventions, raising their profile in the new role - all of which can benefit from networking. Developing relationships internally and externally, gaining access to the best information and identifying support and strategic networks and alliances can underpin both their technical ability to "consult" and ensure that they are recognised in this role.

This programme will demonstrate how to:

Leverage current contacts in a new role

Identify and make any changes required to a personal brand and message

Create a networking strategy

Map out an existing network and fill the gaps

Find mentors

Raise a profile in the consultant arena

Develop a sustainable network

What we will cover:

The different perceptions - expert vs. consultant

The consultant's brand and message

Developing the right connections internally and externally

Developing a profile - on and off-line

The balance between operational and strategic networks

Adding value and keeping up to date