How My Father and Fatherhood Have Transformed Me as a Professional

On this Father’s Day, I wanted to give a short tribute to my dad, and reflect on his professional influence on me. My father is a great man. He received an education in electrical engineering, served in the U.S. Army, been involved in numerous industrial and technology companies around the world, started a number of entrepreneurial ventures, had two kids with my mom (myself and my brother), been successfully married for more than forty years, supported numerous workers and business partners, and managed to stay energized and reasonably healthy to date.

Although that’s the backdrop, when I was growing up I had very little understanding of what my father did. As a young child, I think I even slightly hurt his feelings when I made a remark to him something to the effect of, “Dad. I understand things now. Mom is mom, right? But you are just a relative, right?”

So much of my early life can be (dramatically) portrayed as being a stuck-up narcissist. I only cared about myself, how I was perceived, and whether I could excel. Yet my father loved me. He helped me to develop some tangible core skills and traits that continue to support me as a professional. These included math, science, analysis, and logic skills. What I didn’t appreciate until many years later was that he also provided me with a tremendous safety net and helped me to build my self-confidence. He was extremely supportive. Decades later, I became more acutely aware of the importance of being supportive and was of clear enough mind to write the post “A Supportive Manager Outweighs All”. Father’s Day lesson #1 for professionals.

As a teenager and undergraduate, my father brought me into various start-up situations to get me beyond engineering and to think about business more. How much I wanted to focus on just engineering. Yet through the new experiences he introduced me to, I developed a better tacit understanding of dynamic organizations and paving new ground. I also learned a lot more about real people, how they behave, and what pressure draws out. So my father helped to guide my professional development in terms of understanding people & organizations, getting street smart, and connecting with people on a
deeper-level. Lesson #2.

As an adult and father, I touch the skin on my face and those of my kids, and I realize that the legacy of my father propagates. I cherish the elements that my kids and I all have from him. And I now more fully recognize the importance of valuing not only the people you know but also those you do not know and the interconnected world. Reflecting on fathers and fatherhood brings mortality, humanity, and the importance of leaving a legacy into greater focus. The influence of my father and fatherhood has taken me to new interests in the past decade or so, some of which include providing probono work (e.g., for nonprofits), seeking meaningful consulting projects that impact current human and societal issues (e.g., healthcare, retirement, organizational development), and teaching in the business school. Father’s Day lesson #3 is refining the understanding of one’s values and doing something about it. I shared a post on “Management Consulting Manifesto” to illustrate my evolved personal values and how they map to my perspectives on management consulting.

Readers, thanks for reading, and please share what lessons you’ve learned from your fathers (e.g., please post links and comments below).

Dad, Happy Father’s Day. I look forward to many more lessons from you. Thank you. I love you. Your son, Stephen.

What To Do When Your Professional Services Organization Is Not Professional Enough

In helping companies develop, tune-up, or reboot their professional services organizations, here are some example of complaints I’ve heard that reflect the need for change:

  • Customer: “Instead of providing consulting services, your organization is marketing its products to me and asking me to pay the bill.”
  • General manager of services organization: “I am not sure we know what services we sell versus what services are provided as part of the product pre-sales cycle.”
  • Manager of services organization: “We have project in XYZ area, we’re doing another thing with company ABC, and we also have a lot of internal work on DOG. It’s really hard to report on where our time is spent.”
  • Customer: “The consultants you’ve assigned seem to have good technical and analytical skills. I am not sure what they are doing to help me though.”
  • Field manager: “Customer A is pretty much dead and will need a restart. We got to step 10 in the process before we realized our services team forgot to perform step 2 for quality control.”
  • Manager of services: “How do we price jobs? How do we cost jobs? No particular method.”
  • General manager of services: “Our folks have traditionally provided services for free, and now we are trying to charge money for them because the services have value. But our quality is not there, and we don’t have the discipline built into our DNA.”

One way to think about fixing these organizations is from the ground-up (roughly from delivery to project management to sales to strategy):

  1. Inventory the delivery team – What skills do these folks have on the technical side? What soft skills do they have in terms of dealing with clients? How can we develop the team’s leadership skills?
  2. Inspect either the project management or engagement management areas – To what extent is a cadence and communication structure established between the organization and the customer? Have there been frameworks or tools developed to support the customer-facing processes? Are there knowledge management processes in place to help with delivering greater value to the customer? What role does mentorship play in the organization?
  3. Analyze the sales process and key contacts with customer organization – What is the strategy for services? Do we have a crisp story on getting from needs to solutions and services? Do we proactively manage the sales pipeline? Who owns and follows-through on key customer contact points? Is there a customer satisfaction process that involves both direct parties delivering and independent parties objectively evaluating the quality of services delivered?
  4. Assess what’s next for customers and how your company’s boundaries fit into a larger, whole solution for the customer – What role should thought leadership play? How can the services organization figure out how greater value can be added to the customer experience? Should we expand the offerings? Should we partner with other companies? Or maybe we should change the total mix of products and services so that the customer can derive additional value on their own?

Professional services organizations are complex, and the above framework enables one to start to think about how one can make improvements that affect services delivered today, while keeping other areas in perspective for handling somewhat further down the road.

Please feel free to let me know about your thoughts and experiences. Thanks!

Related post: Special Discussion On Starting Consulting Services Organizations Within Product Companies

Other Resources for Inside Nudging

These are other miscellaneous resources that may be of interest to readers of Inside Nudging.

  1. Video: Capuchin Monkeys and Fairness
  2. Loss Aversion Calculator
  3. Retirement Goal Planning System app
  4. Video: D-Light Club Card by Idmoo | Idomoo Website
  5. Video: Voya Financial Personalized Account Videos for Retirement Plan Customers
  6. Video: Personalized Pension Statement by Idomoo | Idomoo Website
  7. Video: Personalized Pension Statement by Mercer UK
  8. Video: Barclays Personalized Lending Video
  9. Video: Barclays Direct Marketing Award with Personalized Videos
  10. Video: The Aviva Reality Check | Shape My Future
  11. Video: Tobii Eye Tracking System
  12. Video: Wearable Eye Tracking, Tobii Pro Glasses 2
  13. iMotions: Biometric Research Platform (“plug and play”)
  14. Video: Orange FutureSelf Demo | Orange Future Self Site
  15. Whitepaper: Econs, Humans and the Perception of Risk
  16. Whitepaper: The Neglected Variable Affecting Portfolio Choices in the 21st Century
  17. Whitepaper: Using Decision Styles to Improve Financial Outcomes
  18. Whitepaper: Engaging Employees to Take Action in a Digital Age
  19. Working Paper: How Do Consumers Respond When Default Options Push the Envelope?
  20. Journal Article: Consumer Preferences for Annuity Attributes: Beyond Net Present Value
  21. Article: How Digital Tools and Behavioral Economics Will Save Retirement

Session Description for Nudge Units: Applying Behavioral Science

In this session we will explore the implementation of behavioral science initiatives and applications within commercial settings. Topics to be covered include frameworks and key takeaways in leading an organization that implements behavioral science. To make these frameworks concrete, we’ll also cover some detailed case examples of how companies have applied behavioral science to improve outcomes for constituents.

Downloadable Figures for Inside Nudging

These are downloadable figures for Inside Nudging.

 

 

Materials for Chapter 3 of The Consulting Apprenticeship

placeit 2Takeaway Exercise 2: If you have more time and want to spend more time on techniques, it is worthwhile to better understand how to establish the right problem-solving structure. Consider these resources:

  • McKinsey presentation on problem-solving and decision-making (covers core concepts like problem definition, issue trees, MECE, 80/20 rule): See here.
  • The McKinsey Way by Ethan Rasiel (especially Part 1, pages 1-45): This book also covers concepts like MECE, issue trees, 80/20 rule, and more. Visit Amazon here.
  • The McKinsey Approach to Problem Solving (McKinsey Staff Paper, No. 66, July 2007)