Connie McFarlane

Purpure Consulting Services

What kind of work do you do?
It depends on the type of project or consulting brief that Im working on, and what stage of the project Im at. Typical activities during the initial scoping phase of a project include: clarifying the objectives and desired business outcomes of the assignment with my client confirming specific deliverables within an agreed timeframe documenting a detailed timeline meeting and engaging with key stakeholders gathering and evaluating relevant information assessing L&D/change management requirements preparing a strategy document/framework identifying potential issues and risks, and beginning contingency planning. As a project moves into the implementation phase, typical activities include: ongoing engagement with key stakeholders and subject matter experts developing and delivering L&D solutions and support tools preparing and implementing a change management approach identifying and documenting process improvements conducting regular monitoring and reporting escalating issues for resolution.

I was working on a project where we had engaged an external facilitator to deliver a particular workshop. As the project manager I was responsible for the development of the workshop content, materials and support tools, and giving them to the facilitator. The facilitator opened the workshop by placing a large toy monkey on a table and introducing him to the participants. It became the focal point for how the facilitator positioned this workshop with the participants. Sitting in the back of the room as an observer, I realised that wed effectively lost the participants within the first 10 minutes. By the end of the morning tea break, I had already been summoned by a senior business manager to explain what was going on. As the project manager, I was responsible for this poor outcome. I learnt that while you cannot eliminate all surprises in a workshop, you can certainly reduce them by providing the facilitator with all relevant informationnot just the workshop materials. From that day on, I always provide detailed briefings when working with other providers/facilitators. In addition to discussing workshop content/flow, I also talk about: how the workshop fits in with the business needs, achieving desired business objectives and outcomes the type of participants attending the workshop and any potential baggage they may bring into the workshop (if applicable) key business/project issues and challenges that may impact the workshop, and how they can effectively be addressed any other relevant information. Ive never been surprised by the appearance of a toy monkey again!

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Profile

How did you get here?

Ive worked for 12 years in various L&D roles, mostly in the financial services industry. Initially, I worked in corporate and commercial lending where I enjoyed working with clients from different industries. Understanding client needs, managing internal and external relationships, balancing priorities and delivering within set timeframes were some of the valuable skills and experience I gained. In 1998, I had the opportunity to move into a project management role on a large corporate integration project. One of my key responsibilities was the development and implementation of a detailed learning strategy/approach for commercial lenders across both organisations. I found that I loved working in project management and L&D. I was able to effectively use my commercial lending experience, as well as learn and apply new skills. At the end of the project, I decided to continue working in these areas as opposed to returning to commercial lending. A position came up in Sydney for a permanent L&D Manager role and I jumped at it.

What would you say to someone wanting to become an independent consultant?

Define your value propositionbe specific about how you can add value to a clients business; how you can help your clients achieve their outcomes. Focus on your strengths and understand your weaknessesdont try to be all things to all clients. Be open and honest with your clients and operate in a transparent mannerask the hard questions, identify and escalate issues as they arise. Clarify and re-confirm project objectives, your specific deliverables and time frame with your clientnever over-promise and under-deliver. Be realistic about what outcomes/deliverables can be achieved within an agreed time frame and budget. Meet your commitments and deliverables within the agreed time frame and budgetyour reputation and credibility are absolutely critical if youre to succeed as an independent consultant. Network, network, networkmost of the projects Ive worked on were not advertised.

Are there risks in your kind of work?

Yes, Ive learned the importance of providing detailed briefings when working with other facilitators/ providers on a project.

TRAINING & DEVELOPMENT IN AUSTRALIA | OCT 10 | 043 |

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