I'm deep in the middle of a personal battle for problem framing above anything else. It's hard because, as a consultant, it seems that you are actively avoiding giving a direct answer.
People may ask you for something or define a need (Request: "Please introduce us to OKRs") and it's really hard not to look like someone who's deflecting the question or belittling the need (Answer: "OKRs are great but..let's have a conversation about decisions and hypothesis before talking about goals, shall we?"): my feeling is that no matter how good you are in in terms of "problem reframing persuasion" (and thanks for sharing a lot of good tips for getting better at it), it's a win-some-lose-some scenario anyway.
I totally get that battle. I've said yes many times when clients ask me to run a "strategy workshop" or facilitate a "weekly action meeting."
I guess sometimes we have to solve for Y to find out we're really solving for X. I think I heard Robert Haisfield (an indie consultant + product strategist) say that consulting is less about us delivering the right idea to the client and more about delivering the client to the idea. No matter how much we can _persuade_ problem reframing, people get there in their own time.
I'm deep in the middle of a personal battle for problem framing above anything else. It's hard because, as a consultant, it seems that you are actively avoiding giving a direct answer.
People may ask you for something or define a need (Request: "Please introduce us to OKRs") and it's really hard not to look like someone who's deflecting the question or belittling the need (Answer: "OKRs are great but..let's have a conversation about decisions and hypothesis before talking about goals, shall we?"): my feeling is that no matter how good you are in in terms of "problem reframing persuasion" (and thanks for sharing a lot of good tips for getting better at it), it's a win-some-lose-some scenario anyway.
I totally get that battle. I've said yes many times when clients ask me to run a "strategy workshop" or facilitate a "weekly action meeting."
I guess sometimes we have to solve for Y to find out we're really solving for X. I think I heard Robert Haisfield (an indie consultant + product strategist) say that consulting is less about us delivering the right idea to the client and more about delivering the client to the idea. No matter how much we can _persuade_ problem reframing, people get there in their own time.
Thanks for the introduction to Type III errors and for the funny dialogues 🙏 Bülent
Bülent, I appreciate your kind words and support as always!