Updated: March 7, 2024
A rainy day in October 2020. I am sitting in front of my laptop. It is 7:58 AM, and my video conferencing software indicates that I should wait until the organizer admits me to the meeting. I have been working in the automotive supplier industry for a very long time. Perhaps a little too long.
Although I generally feel comfortable in my job, these types of events really get on my nerves – perhaps the term „lectures“ would be more fitting. I am fully committed as a trainer for problem-solving methodology and learning management within my company. In this role, I train our production employees so that they can solve complex problems in the production environment without external assistance. This has allowed us to more than halve the expenses for contracts with external engineering firms over the past seven years and significantly increase employee satisfaction…
My screen changes color, pulling me out of my thoughts. Our Chief Operations Officer – I’ll call him Thomas – introduces the strategic importance of the day to the approximately 130 online attendees in under a minute. It concerns the next three years, during which the company „must address the issue of efficiency with the necessary resolve. There is still much room for improvement.“ First setback – thank you, Thomas. Although I have known you and your leadership style for several years, you consistently manage to pulverize team motivation. He introduces today’s consultant: „For this mission, the consulting arm of Germany’s most renowned sports car manufacturer will be engaged. Seize the opportunity!“ Mr. Westermann appears on screen – a corporate consultant straight out of a textbook, embodying exactly what the majority of listeners grudgingly but obediently and silently endure. His opening monologue lasts a full 21 minutes. After all participants have now learned that Westermann has worked for eight DAX companies, brought two oil corporations „up to Westermann standards,“ and that his 16 years in consulting represent an unparalleled success story, silence falls in the virtual room – almost embarrassingly quiet. No applause, no confetti. „Does anyone have questions?“. No reaction. I quickly calculate that, at the usual daily rate for such a consulting luminary, the 21-minute self-promotion cost approximately CHF 180. Congratulations. After ensuring that both my camera and microphone are switched off, I dedicate only one ear to the subsequent presentations and attend to my overflowing email inbox. After 36 answered emails, two apples, a 60-minute lunch break, and a training session I had meticulously prepared for the following week, Mr. Westermann arrives at the summary of our company’s current situation. I am back in the meeting 100% and listen intently. Surely, the crucial information must come now. He summarizes the results:
- Efficiency is with every single employee – Get people on board!
- Focus on „Low hanging fruits“ – achieve quick successes with little effort!
- KPIs, KPIs, KPIs – what you can’t measure, you can’t improve!
- 5S is not just „tidying up the workplace“ – it is philosophy. Use it!
- Be consistent and be consequent – it’s all a matter of sustainability.
Wow. I silently thank him, shaking my head in disbelief, for this valuable information. In fact, I had finally expected something more concrete. Could it be because today’s comments and all participant feedback faded into oblivion? That every answer from Westermann was dismissed with an „Exactly, and that’s why it’s different from what you think.“? That the thoughts of those present, who fight for every last bit of success at the company’s grassroots every day, were neither appreciated nor incorporated into the roadmap?
What a pity. It could have been good. But unfortunately, the consulting cliché has once again been confirmed: appearing out of nowhere, charging exorbitant fees to tell things that are either universally applicable or already known. And yet, I am certain that as a consultant, one could do things very differently and much better…
HOW QUICKLY THE TIDE OF CONSULTING TURNS.
It is February 2024. Having since changed my workplace, I am now sitting on a Monday morning in Nidau, in the beautiful and modern office of SWISSTEACH AG. As a Customer Success Manager, I am directly in contact with our clients. The role suits me very well, aligning with my pronounced helper syndrome. Again and again, acquaintances and former colleagues ask me how I ended up here. From an industrial conglomerate with over 10,000 employees to an IT company with 26 colleagues. A bit of luck was definitely involved – and the desire to finally make a difference. As an e-learning agency, SWISSTEACH AG is known far beyond the borders of Switzerland for its Learning Management System (LMS) GLOBAL TEACH®. However, SWISSTEACH is much more than just a LEARNING MANAGEMENT SYSTEM PROVIDER. Thanks to development and Corona, there are now many LMS companies. But unfortunately, experience shows that many of them only aim to secure a signed contract and then leave customers stranded with the system.
So why did I end up at SWISSTEACH? Simple answer: here, it’s always about „the whole picture.“ Instead of forcing systems into clients‘ processes, questions are asked first. Instead of imposing ready-made software on client teams, a close look is taken to understand what is truly needed for success. And thus, SWISSTEACH’s consulting offering is exactly what I missed so much back then…
In addition to our client projects, the CONSULTING area is now part of my responsibilities. After my predecessor’s retirement, I was able to reconceptualize it and incorporate the experiences I myself had with consultants. (At this point, a heartfelt thank you to Mr. Westermann for the dubious example of how NOT to do it.) SWISSTEACH AG stands for understanding and recognizing the concerns, challenges, worries, and activities of clients at eye level. With this in mind, along with the valuable tips from my now-retired colleague, I outline my guidelines that shall underpin SWISSTEACH’s consulting services.
- Just like in school: „Listening comprehension“
Consulting is often misunderstood by many. Often, „We tell you how to do it right!“ is interpreted into it. As we saw with Westermann, this prejudice is often successfully reinforced. It can be done better! Naturally, the client should receive added value. However, this only comes about when listening prevails in the first step – when my counterpart speaks to me trustfully and openly, and I understand and, above all, take their points seriously. Every client is different – after all, we are dealing with people here – and it makes no sense to always force each individual into the same scheme and the same program. Individual problems and challenges must also be solved individually. - Independent recognition instead of „imposing“
Ideally, consultations do not take place with individuals. After all, consulting thrives on diverse perspectives, wealth of experience, and opinions being part of the workshop on the client’s side. At this point, good consulting brings the right tools to enable participants to independently and holistically recognize their situation and develop possible courses of action. In my role as a consultant, I bring both theoretical knowledge and experience from countless projects – both successful and failed endeavors. This combination ultimately helps our clients TRULY progress! - Let’s get concrete
„So what do we do with this now, specifically?“ Nothing is worse than participants leaving a consulting workshop with this question. We will counteract precisely this circumstance. The consulting process I will undertake with our clients in the future is characterized by a collaboratively developed concept, which is always followed by a concrete action plan. And this plan does NOT come from the consultant, but is ultimately the work of the participants, who, guided by the consultant’s right questions, plan and outline their own future. SWISSTEACH follows the credo of supporting clients in optimally setting up their training area so that every employee truly works efficiently with it. For me, this means: The WILL must come from the client’s side – SWISSTEACH stands by with advice and action for the HOW. And we are really good at that! - The Roadmap
I have never been a fan of „Let’s see how it goes and then we’ll see how it develops.“ For this reason, our consulting is structured into six phases from the outset: - With this roadmap, our future clients are also on the safe side, emerging from the consultation with a practical HOW.Step 1: Identify existing challenges
Step 2: What is the participants‘ vision? Do all truly want to go in the same direction?
Step 3: Who are the involved parties? Who represents which interests?
Step 4: The tailor-made concept for the future process
Step 5: What needs to be done step-by-step to achieve the vision and the future process?
Step 6: ACT! - Sustainability
Anyone familiar with SWISSTEACH knows that, in addition to our Learning Management System (LMS) GLOBAL TEACH®, we are primarily distinguished by one thing: We are accessible! It sounds strange, but everyone who has ever needed unbureaucratic and timely help appreciates it. And not just during a client project, but also before and, most importantly, after. This guiding principle naturally applies equally to our consulting services. A one-time visit with meaningless advice and subsequent unavailability is out of the question for SWISSTEACH. We are long-term partners, and that is exactly how we work with our clients.
…AND AT THE END, THERE IS a BEGINNING.
What a strange twist of fate that I, who always railed against the consulting profession, am now actually allowed to embrace the idea of „It can be done better!“ I am incredibly excited to take on this task. Now only one thing is missing: YOU!
Simply contact us and let us inform you about the possibilities of a consultation. We are always available to assist you with questions regarding DIGITAL EMPLOYEE TRAINING and much more.