Want to get promoted to a manager? Do you think you have what it takes to successfully deliver on a client project? The critical difference between an analyst and a successful project manager is the ability to think around the client requirements to get to the core of what the client needs. This often means being resourceful in thinking around the obstacles and presenting clients with solutions not problems. Making the transition between being an analyst and a skilled consultant in the way work is approached can lead to getting the promotion to manager.
Do You Simply Take Orders?
The manager tells you what to do; you follow the specifications as given. Many analysts follow this pattern and complete nothing more in a job than what the manager has assigned them to complete.
There is nothing wrong in following orders, but if you want to make the progression to manager more is needed than simply following orders. For example, a skilled consultant will think laterally about what the objective of his work is and consider additional routes to solve the problem. If he faces an obstacle in his work – before presenting this obstacle to his manager – he will consider through possible solutions to the problem and present these also to his manager. In other words to become a manager you have to start thinking like a manager.
In addition, successful project managers will be probing of their client’s requirements. Understanding that clients often don’t fully articulate their requirements a skilled consultants will know how to ask the right questions, interpret responses, expand client perspectives of problems, manage expectations, anticipate future needs, and stay in close contact with clients.
Question Your Assumptions
A pitfall for analysts is to make assumptions without questioning them. Every assumption should be checked. Skilled consultants are able to question both their own and their clients’ assumptions. In order to avoid false assumptions, skilled consultants ask the following questions:
- What are my assumptions about this project? My role in this project? About what is expected of me? About others’ perceptions of me?
- What might others be assuming about this project? Their roles? My understandings?
By considering assumptions, miscommunications and mistakes are often avoided. Consider creating an assumption-checking process on both your own part and your clients’. There are two steps:
1. Brainstorm factors pertinent to the project’s success. Keep this session to no more than 20 minutes.
2. Identify any assumptions you and your client are making about each item on the list. This way, you can identify any false assumptions – before work starts.
What Kinds of Questions Do Skilled Consultants Ask?
Skilled consultants know that clients are not always able to articulate their needs. Hence, there is often a question behind the question being posed in the scope of the work. The skilled consultant is able to uncover what the customer really wants through asking specific types of questions.
To help make the transition between analyst and skilled consultant, ask the questions that get at the core of what your client wants. These questions typically fall into five categories:
1. Probing Questions – these questions get to the heart of the problem or situation. Examples include, “Can you provide a specific example?” and “What steps have you taken to resolve the problem?” These questions should be open-ended to give the client a chance to elaborate.
2. Clarifying Questions – ask clarifying questions to ensure understanding of the problem or situation. Examples include “Do I understand you correctly to be saying…?” and “When you say ‘x,’ what do you mean?”
3. Process Questions – these questions ensure your client understands you. These questions include, “Do you have any questions about what we’ve been talking about?” and “Do you need some time to think these things over?”
4. Empathetic Questions - These demonstrate that you are on the same page as your client, and that you are listening, thus leading to a good relationship. Examples are “Does this situation frustrate you?” or “It appears that you’re feeling overwhelmed.”
5. Meta-Questions – These questions ask about the questioning process. They help your clients to remember pertinent information. Examples include, “What question do you think I should have asked?” or “If I were to start now, what will your staff wish we had discussed?”
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