People are dependent on others to learn new things, explore new
areas, and develop new skills. Students depend on good teachers, players
depend on good coaches, and followers depend on good leaders. In many
circumstances, it is appropriate to feel gratitude if not indebtedness
to those who help us grow and achieve more of our potential as people.
But we also need to consider the intentions of the people who help us. A person may 'help' us by solving problems or providing certain services, but what is his intention? It may be to make us dependent on him. He may want to create repeat business by having us come back to him again and again and use the services he provides.
When someone has the intention to empower another, he wants that person to eventually become independent - able to do things for themselves. Of course financial transactions may be lost, but important human and social transactions are generated. People, and ultimately society, become more empowered to act, create, and achieve. This is what good coaches, teachers, and leaders hope for - that people learn, grow, act independently, and achieve more of their potential as human beings.
Issues of dependency and empowerment are critical when it comes to engaging consultants. People engage consultants because of their skills and expertise. Consultants play important roles, since they bring not only expertise but also a degree of objectivity that often allows them to see problems and solutions that insiders may not see. Their services can save the client money, time, and heartache in the long run.
But be very careful here. Not all consultants are as helpful as they claim. You need to discover their true intent towards you. Do they want to turn you into repeat business over the long-term? Do they want to make you dependent on them? Do they want to empower you? And how can you tell the difference?
It may be very difficult to tell the difference. Yet there are clues. Here are three things that consultants will do if it is their intention to empower you.
1. They will value the strengths that you and your people bring to the table. Consultants who want to empower you will not just 'do things to you or for you'; they will look for your strengths and get you to do for yourself what you have the capacity to do. They will help you identify your strengths and look for ways to use them creatively in the pursuit of your goals. They will not operate from a 'deficit perspective' - seeing you mostly as an array of problems that only they are empowered to solve.
2. They will help you solve the root causes of your problems, not just the symptoms. When we feel sick we are usually aware of our symptoms - headache, pains, fever, etc. We go to the doctor to find out what is causing these symptoms and we hope he can treat the real problem that is causing the symptoms we experience. All organizations have problems, and people are often aware of symptoms - say, lack of trust between workers and management, lack of opportunity, staff conflict, negativity, stagnation, etc. Consultants who are trying to empower you will seek to understand the root causes of these problems, and will work on these. Consultants who want to make you dependent on them will help find solutions to symptoms, knowing that you will probably call them again in a few months and offer them more work on a new symptom that has just surfaced.
3. They will help you develop the skills and knowledge you need to start solving problems for yourself. Skilled consultants bring much more than a kitbag of tools and techniques. They look at things differently. They may see the organization in very different ways to their client. They bring a different lens, a different perspective, and different training. People who live with problems can eventually lose the perspective of how big their problems are, whether they are 'normal', and how they can solve them. Consultants who want to empower you will help you see things differently. They won't simply solve problems for you; they will help you learn how to solve them for yourself. They are not only consultants; they are teachers, coaches, mentors, and leaders. They may even provide education and training that will help you and your staff develop the knowledge and skills you need to deal with issues independently.
Take care when engaging consultants - good ones can make you function much better. Poor ones will only add to your long-term problems.
Steve Barlow
But we also need to consider the intentions of the people who help us. A person may 'help' us by solving problems or providing certain services, but what is his intention? It may be to make us dependent on him. He may want to create repeat business by having us come back to him again and again and use the services he provides.
When someone has the intention to empower another, he wants that person to eventually become independent - able to do things for themselves. Of course financial transactions may be lost, but important human and social transactions are generated. People, and ultimately society, become more empowered to act, create, and achieve. This is what good coaches, teachers, and leaders hope for - that people learn, grow, act independently, and achieve more of their potential as human beings.
Issues of dependency and empowerment are critical when it comes to engaging consultants. People engage consultants because of their skills and expertise. Consultants play important roles, since they bring not only expertise but also a degree of objectivity that often allows them to see problems and solutions that insiders may not see. Their services can save the client money, time, and heartache in the long run.
But be very careful here. Not all consultants are as helpful as they claim. You need to discover their true intent towards you. Do they want to turn you into repeat business over the long-term? Do they want to make you dependent on them? Do they want to empower you? And how can you tell the difference?
It may be very difficult to tell the difference. Yet there are clues. Here are three things that consultants will do if it is their intention to empower you.
1. They will value the strengths that you and your people bring to the table. Consultants who want to empower you will not just 'do things to you or for you'; they will look for your strengths and get you to do for yourself what you have the capacity to do. They will help you identify your strengths and look for ways to use them creatively in the pursuit of your goals. They will not operate from a 'deficit perspective' - seeing you mostly as an array of problems that only they are empowered to solve.
2. They will help you solve the root causes of your problems, not just the symptoms. When we feel sick we are usually aware of our symptoms - headache, pains, fever, etc. We go to the doctor to find out what is causing these symptoms and we hope he can treat the real problem that is causing the symptoms we experience. All organizations have problems, and people are often aware of symptoms - say, lack of trust between workers and management, lack of opportunity, staff conflict, negativity, stagnation, etc. Consultants who are trying to empower you will seek to understand the root causes of these problems, and will work on these. Consultants who want to make you dependent on them will help find solutions to symptoms, knowing that you will probably call them again in a few months and offer them more work on a new symptom that has just surfaced.
3. They will help you develop the skills and knowledge you need to start solving problems for yourself. Skilled consultants bring much more than a kitbag of tools and techniques. They look at things differently. They may see the organization in very different ways to their client. They bring a different lens, a different perspective, and different training. People who live with problems can eventually lose the perspective of how big their problems are, whether they are 'normal', and how they can solve them. Consultants who want to empower you will help you see things differently. They won't simply solve problems for you; they will help you learn how to solve them for yourself. They are not only consultants; they are teachers, coaches, mentors, and leaders. They may even provide education and training that will help you and your staff develop the knowledge and skills you need to deal with issues independently.
Take care when engaging consultants - good ones can make you function much better. Poor ones will only add to your long-term problems.
Steve Barlow
Steve Barlow PhD is a change management and organizational
development consultant and change readiness specialist. Steve is
Director of Redequip Pty Ltd.
For more information, visit our company website at http://www.redequip.com.au, or email me today to see how we can save you time and money.
Steve Barlow steve@redequip.com.au Article Source:
For more information, visit our company website at http://www.redequip.com.au, or email me today to see how we can save you time and money.
Steve Barlow steve@redequip.com.au Article Source: