I’m pleased to be featured in the April issue of Consult, a publication of CMC-Canada in the Consultants Who Love Consulting section.
First things first, what is a CMC? The Certified Management Consultant (CMC) designation is the profession’s only international certification mark, recognized in over 40 countries internationally. It represents a commitment to the highest standards of consulting and adherence to the ethical standards of the profession. I have held my CMC designation since 1997 and have found that it separates professional consultants from those who represent themselves as consultants or advisors, perhaps by way of having knowledge in a particular area, but without formal education in terms of the consulting process (yes, there is a consulting process, and utilizing this knowledge makes a significant difference to client engagements). You can learn more about the CMC designation here.
So, now, here’s a bit more about my personal interest in consulting.
Early in my career, I knew that a “narrow” path of focus wasn’t for me, as I had (and continue to have) an innate curiosity about the holistic workings of a business, in terms of how all of its parts are interconnected. Like a sports team on their field of play, success isn’t likely without the coordinated effort of all members, working in the same direction. Too often, organizations seek “quick fixes” in a particular area, such as marketing, and wonder why their efforts are not successful and fail to achieve the desired results. Simply put, marketing isn’t just about what goes on in the Marketing Department.
I also found myself much more interested in tangible outcomes; action that could be taken to make a company successful, as opposed to just wandering along an undefined path. The ability to do this is tremendously powerful and separates an advisor such as myself from those who spend their time in more theoretical or long term oriented areas. There is nothing wrong with these perspectives; they serve a different purpose.
Not surprisingly, I spent almost 10 years as an executive in the fast-paced venture capital industry, where getting things done and generating results were daily priorities. I believe that bringing this type of experience to client companies can create a competitive edge in the marketplace, BUT, business leaders have to actually want to make it happen. Doing so isn’t for the faint of heart, as real progress isn’t always easy and the commitment to persevere often takes much more than anticipated. These leaders, however, know that there isn’t another option, as they are not the type to continue on their existing, less than ideal path, ignoring the obvious signs that charting a new course is needed.
Bottom line, I believe that being in business is all about opportunities, and it’s up to business leaders to make the most of them. Those who are driven to do so wouldn’t take these steps without sound advice, from those who have “been there”, “done that”, and truly understand the tremendous opportunities and challenges that are at stake.
As a CMC, I wouldn’t have it any other way. Anything less is, well, less.