Consult Others

We all know we should consult other people. Sometimes we fall into the rut of consulting often with some individuals and almost never with others. Also, our sense of having consulted someone may feel like a fly-by moment to the other person.

Privately setting up collegial consultation can help us break through habits and fears. In projects, a formal program of seeking ideas and feedback is essential. In our own space, nothing prevents us from doing the same, although the objectives may differ.

• Write down the purpose and objectives of your consultation process. An example purpose is to expand your network to everyone in your department or everyone at your peer level; the objectives would be to understand a wider range of perspectives, to have a larger resource pool for advice, and to become better known in the department.
• Make a list of the people you will consult. This process takes time, so keep the list under ten people, if possible.
• Frame your purpose in a way that appeals to the people you will be consulting. If necessary, tailor your approach separately for each person. Because this is not tied to a specific project, you may have to persuade individuals that the consultation is useful.
• Set appointments with the people on your list. Start with one or two appointments and refine your process based on feedback.
• Take notes, either in the meeting or immediately following. Use your purpose and objectives as a framework for the notes.
• Assess the information you receive. As your consultation comes towards the end, widen your analysis to understand if there are issues or ideas beyond your original purposes that can be used to improve your management style or increase the effectiveness of the organization.
• Repeat annually. Consult regularly without being overly persistent.