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MBAIntroductoryTraining

TheArtofConsultingOctober2000LearningObjectivesagreaterunderstandingofhowthefirmwillevaluateyourperformanceandtheimplicationsforwhatyouneedtodoandhowyouneedtodoitagreaterawarenessofwhatyoucanexpectwhenyouarriveonaprojectandanunderstandingofhowyoucancontributenew(orrefreshed)skillsfordatagatheringandinterviewingapreliminarypersonaldevelopmentplanforthenext6-12monthsAttheendofthissession,youwillwalkawaywithrulesofthumbtohelpyouthriveinthePwCconsultingenvironment.Towardthisend,thesessionwillhelpprovide:AgendaWelcomeandIntroductionWarm-upActivity:“TraitsofaneffectivePwCconsultant…”Roles&ResponsibilitiesofaConsultantProjectOverviewFrameworkTablediscussions--“ConsultantCriticalSuccessFactors/Behaviors…”BreakDataGathering&InterviewingBreakPersonalDevelopmentPlanningFrameworkIndividualplanningSummaryandClosingActivityTableDiscussions--“Whatrecommendationswouldyouhavefornextyear’sMBAs?”Warm-upWarm-upActivity--Class-wideWhatbehaviorsdoyouassociatewithaneffectivePwCconsultant?

Roles&ResponsibilitiesofaConsultantSimplystated,theobjectiveofourconsultingpracticeistoimprovetheperformanceourclients,whilegeneratingprofitsandenhancingstaffcapabilitiesThoughtLeadershipRepurposedContentRelevant,LeverageableExperienceEnhancedStaffCapabilities(skills,knowledge,experiences)ClientShareholderValueFirmProfitsEngagementTheneedtobalancethedemandsofthefirm,clients,andstaffcanattimesrequiremakingaseriesoftradeoffsDevelopingabroadskillsetbyworkingonabroadrangeofprojectsandindustriesLeveragingpriorrelevantknowledgeofindustries/subjectmattertodeliverprojectHoldingstaffforthe“perfect”jobInvestinginthoughtleadershiptoexpandfirm’sproductofferingDevelopingaunique,“blanksheet”ofpaperapproachforaclientproblemContinuallycyclingthroughdifferentclientstodevelopabroadexperiencebaseMeetingutilizationtargetsSellingproven,easilyrepeatableprojectsLeveragingpreviouslydevelopedcontentDevelopingdeepclientrelationshipsVS.Forthefirmtobesuccessful,itmustbeabletodothreethingswell--developstaff,marketandexecuteprojectsCriticalFactorsforSuccessDevelopStaffDevelopskillsetsviatrainingandon-the-jobexperiencesDevelopandshareknowledgeMarkettheFirmMaintainanappropriatelevelofinvestmentandreturnoninvestmentLeveragepriorexperiencesExecuteProjectsAchieveanoptimalblendofnewandrepurposedcontentTherolesandresponsibilitiesofaconsultantcanbegroupedintothesamethreecategories--theseresponsibilitiesremainconstantthroughoutone’scareer,althoughtheunderlyingtaskswillshiftDevelopThoughtLeadershipManageProductsPromoteCapabilitiesBuildClientRelationshipsGenerateProjectsDevelopTeamManageResourcesSolveCoreProblemsCommunicateResultsDevelopStaffDotheWorkMarkettheFirmRecruitDevelopSkillsandTransferKnowledgeNetworkMotivateandRetainForeachtheseresponsibilities,aconsultantshouldknow:Whatismyrole,andwhataremyresponsibilities?HowwilltheserolesandresponsibilitiesevolveasIprogress?Level3Consultantshavearangeofrecruiting,skilldevelopment,andknowledgetransferresponsibilitiesResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeEnergeticallyparticipateinrecruitingeventsIdentifyhigh-potentialcandidatesthroughpersonalcontacts,networking,resumesDeliverclear,wellstructured,case-basedinterviewsSellPwCtoprospectiveemployeesMaintaina“currentcontact””rosterofformerclassmatesDeliverrecruitingpresentationsRecruitProactivelyunderstandperformanceexpectations,requisiteindustry/processknowledgeandneededconsultingskillsandproactivelyseektrainingidentifyproject-baseddevelopmentneedswithminimalsupervisionanddefineplantoaddressClearlyeducateprojectteammembers/clientsaboutnewmethodologiesoranalytictechniquesProvideadhocguidancetoassistjuniorstaffandclientpersonnelcompleteassignedtasksProactivelyseekconsultingbestpractices,industryandprocessinsightsandotherskilltransferopportunitiesIdentifyreplicabletoolsoranalysisandcommunicatetorelevantpracticegroupmembersTakeanactiveroleinmentoringjuniorstaffinthepracticegroupParticipateindeveloping“whitepapers””andthoughtleadershippiecesDevelopSkillsandTransferKnowledgeDotheWorkDevelopStaffMarkettheFirmDotheWorkLevel3salsonetworkwith,train,andretainotherstaffResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeDotheWorkDevelopStaffMarkettheFirmTacklepersonalassignmentswithenthusiasm,prideandcommitmentProactivelyseekprojectassignmentsandtaskswhicharepersonallychallengingandengagingWithguidancefromcoachand/orotherseniorpractitioners,proactivelycreatePwCcareerplanIdentifyandpositionyourselftoattractopportunitiesconsistentwithcareerplananddesiredpersonalgrowthOrganizeandleadinternalteambuildingeventsAssistprojectmanagerstodevelophighlymotivatedjuniorstaffandclientpersonnelServeasacoachfornewundergraduatehiresWorkwithpracticeleadershiptoaddresspracticeissuesMotivateandRetainDevelopaninformalnetworkoffellowpractitionerstoleverageprojectinsightsandexperienceMaintainstrongawarenessofpracticegroups’currentprojectsandpendingprojectsAllocateadequatetimeinPwCofficetodevelopstrongrelationshipswithfellowpractitionersDirectrecenthiresandotherstoappropriatepeopleandresourcesNetworkLevel3ssupportandengageinavarietyofmarketingeffortsforPwCResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeDraftcitationstocommunicatekeyprojectinsightsthroughoutpracticegroupDevelopandshareinnovativeanalytictechniquesDevelopandauthortheproposal,receivinglimitedinputwherenecessaryUnderstandPwCproductandserviceofferingsmethodologiesandkeycitationsUnderstandPwC,MCS,andSCstrategies/goalsDisplaystrongcompetencyin1-2tools,includingknowledgeofdetailedsteps,strengths/gaps,andcitationsDevelopThoughtLeadershipManagePwCProducts&ToolsConvincinglydescribepersonalrolesandcontributionstorecentengagementsCrediblydiscussrecentwinsfortheFirmandresultsofhigh-profileengagementsDemonstrateawarenessoftheFirm'smajorpracticegroups,competencies,andspecialtypracticesPromoteCapabilitiesMaintainpositiverelationshipswithclientstaffwithkeyinformationorresourcesProactivelyunderstandandconsistentlymeetorexceedallclientexpectationsEstablishfirm’’sreputationwithclientpersonnelDeveloprelationshipswithclientmanagersthatyieldcompetitiveinsights,marketintelligenceBuildClientRelationshipsAuthormajorportionsofsuccessfulwrittenproposals(e.g.,problemstructuring,credentials)Identifyandpreliminarilyscopepromisingfollow-onprojectsalesopportunitiesDevelopcompetitiveinsights(e.g.,withrespecttocompetitorsandkeybuyinginfluences)forpotentialfollow-onworkAssume““fronttoback””ownershipofproposalmaterialsGenerateProjectsDotheWorkDevelopStaffMarkettheFirmLevel3sservecriticalrolesinteamdevelopment,resourcemanagement,problemsolving,andresultscommunicationResponsibilitiesDevelopStaffMarkettheFirmDotheWork:Level3RolesDotheWorkImplementteambuildingactivitiesSeekandrespectinputfromteammembersProactivelysupportteammatesManageassignedclientstaffand/orPwCconsultantsIdentifypotentialteammemberswithrelevantskills&interestIdentifyinformationneededforfact-basedanalysis,anddevelopworkplansEnsureeachhouroftimeandout-of-pocketexpensechargedtoaprojectisaneffective,efficientinvestmentProactivelymonitorprogress,andprovidetimely,accurateforecastsofprospectivedifficultiesIdentifyteammanagementopportunitiesBegintomanageclientteamsManageResourcesDevelopTeamSeekoutrelevantknowledgetoapplySynthesizefindingslogically,defendapointofview,anddefinerecommendationsDevelopinterviewguides,conductinterviews,leadfocusgroups,andfacilitateworkingsessionsDemonstratestrongknowledgeofanalytictechniques,frameworks,andmethodsSolveCoreProblemsClearlysynthesizeresultsofdatacollection/analysisAuthorsectionsofwrittendeliverablesDeliverportionsofpresentationswithclarityandconfidencetoclientmanagementServeasakeyfacilitatoratclientworkshopsandpresentationsCommunicateResultsExamplesastohowaLevel3ConsultantcancontributeBeyondproblem-solvingcapabilities,eachnewconsultantisexpectedtopossesscertainadditionalcriticalskills/traitsDefiningQuestionIndependenceToleranceforAmbiguitySenseofOwnershipCreativityPersistenceCantheconsultantoperatewithminimumdirection?Cantheconsultantsurvive,andeventhrive,whenfacedwithanill-defined,unfamiliarsituation?Istheconsultantwillingtotakeownershipofaproblemortaskandbeheldaccountableforitsresolution?Cantheconsultantdevelopunique,““outofthebox””approachesandsolutionsthatleverageexistingcontent?Istheconsultantunwilling““totakenoforananswer”whenitcomestodatacollectionandanalysis?KeySkill/TraitCriticalskills/traits(continued)KeySkill/TraitDefiningQuestionSolutionOrientationEnd-ProductOrientationCollaborationOrganizationMulti-levelThinkingIstheconsultantcontinuallyfocusedonidentifyingsolutionsoralternativesratherthanemphasizingproblems?Istheconsultantan““angel’sadvocate””?Istheconsultantcontinually““workingbackwards””fromahypothesis?Doestheconsultantbringoutthebestinthosearoundherorhim?Istheconsultantabletogrouptogetheravarietyofdataintocoherentcategories?Cantheconsultanttransitioneasilyfromlookingatthe““bigpicture””todivingintotheanalysis?PwCevaluatesallconsultantsandprincipalconsultantsalongthreedimensions1.Teamwork&cooperation2.Livingourvalues3.Evaluating,developing&coaching4.Peopleprogramparticipation1.Productivity2.Financialmanagement3.Revenuegeneration4.KnowledgemanagementAddingvaluetoourClientsAddingvaluetoourFirmAddingvaluetoourPeople1.Projectresults2.Clientrelationships3.InnovationFY2000versionProjectOverviewLet’’slookmorecloselyatthesetofrolesandresponsibilitiesassociatedwith““DotheWork””...MobilizationSituationAssessmentSolutionDevelopmentImplementationPlanningLearningPHASESOFTYPICALPROJECTActivity--10-minutetablediscussionsfollowedbyaclass-widedebriefWewillassignonephaseofthetypicalprojecttoeachtableInyourtablegroups,reviewtheresponsibilitiesassociatedwithyourassignedphaseDiscussthethingsthatyoubelievewillmakeaconsultanteffectiveduringthisspecificphaseRecordyourideasas““EffectivenessTips””IdentifyonepersonfromyourgrouptoreportduringthedebriefInthefirstphase,theprimaryresponsibilityoftheconsultantistoassisttheteamleadinpreparingfortheprojectandpreparingtheworkplanResponsibilitiesEffectivenessTipsUnderstandstudycontextandscopeUnderstandclientdynamicsProactivelycontributetoissueanalysis,hypothesisgeneration,andworkplandevelopmentAssumeownershipforportionsoftheworkplanDiscussdevelopmentneeds/studypreferencesAskstructuredquestionsafterdevelopingpositionBuildrelationships(withPwCandclientteammembers)Readtheproposal!UnderstandwhatconstitutessuccessUnderstandwhatcancausefailureBeginforminghypothesesasquicklyaspossibleLookforopportunitiestoassumeownershipAskquestions,withapurposeandapointofviewInthesecondphase,theprimaryresponsibilityoftheconsultantistobuildthe““factbase””thatwillserveasthebasisforconclusionsResponsibilitiesEffectivenessTipsUnderstandpurposeanduseofappropriateframeworks,analysistools,andtechniquesConductdatacollectionandanalysisinassignedarea(primaryandsecondaryresearch)AssumeownershipforaportionofthedeliverableProvideguidance/coordinatestaffconsultantworkPreviewworkwithclientsBuildgoodworkingrelationshipswithPwCandclientteammembersUnderstandtheediting/reportproductionprocessInthethirdphase,theprimaryresponsibilityoftheconsultantistodevelopastrong““pyramid””insupportofrecommendationsResponsibilitiesEffectivenessTipsParticipateingeneratingandassessingalternativesandrecommendationsAssistteamleadindevelopingthestoryandfleshingoutthepyramidAssumeownershipforportionsoftheworkproductsanddeliverablesTestrecommendationswithclientsReviewanalysesanddeliverablesforaccuracyandconsistencyInthefourthphase,theprimaryresponsibilityoftheconsultantistodevelopthedetailedplansthatlinkideasandactionsResponsibilitiesEffectivenessTipsAssistinpreparinganimplementationplanSupportselectedclientmanagersintranslatingchangeDevelopacommunicationsplanParticipateinperiodiccheckupsIdentifyemergingroadblockstoimplementationofpotentialsolutionsInthefinalphase,theprimaryresponsibilityoftheconsultantistoidentifyopportunitiesforbothlearningandknowledgesharingResponsibilitiesEffectivenessTipsPreparetheanalysesanddeliverablesforclientdeliveryIdentifylessonslearnedandpracticedevelopmentopportunitiesPreparetheworkpapers(hardandsoftcopies)Developacitationforthisengagement,andincorporateinyourresumeConsultantsshouldknowthatcertainbehaviorsarekeytosuccess,particularlywhendealingwithclientsBeHonestWhenyoudon’’tknow,sayso.Whenyou’’renotsure,admititandoffertofollowupBePreparedBepreparedfortheinevitablequestions,bothstraightforwardandleadingBeDiscreetBecarefulwithwhatyousay––assumethattheclientislisteningatalltimesBeSensitivetoClientPerceptionsBeawareofclient’’sperceptions,andavoidbehaviorsthatreinforcetheseperceptionsThekeytomanagingclientperceptionsistoputyourselfintheplaceoftheclient,andthentoactaccordinglyTipstoManage/RebutBehaviorsthatReinforceaNegativePerception“They’’reoverchargingus”Don’tperformnon-value-addworkduringworkinghoursand/orinfrontoftheclientKeepreferencesof““conspicuousconsumption”toaminimumClientPerceptions“Theythinkthey’rebetterthanus”Adapttoclient’sbusinessenvironment(e.g.,workinghours,dresscodes)TreatalllevelsofclientpersonnelwellBeconsciousoftheclient’stimeDon’’toverestimateyourownimportance“Theydon’tunderstandourbusiness”DoyourhomeworkTakeaninterest“Theyarecarpetbaggers”Formrelationships,withoutjeopardizingyourobjectivityBreakDataGathering&InterviewingObjectivesforthissectionProvideanoverallcontextandguideforgatheringdataduringaprojectUnderstandhowdatawillsupportanalysesandotherprojectobjectivesIdentifywheretoobtaindataLearnhowtoorganizeactivitiesandtasksImproveyourabilitytostructureandperformclientinterviewsWhentouseaninterviewContentsofaninterviewguideStructureofaninterviewInterviewtipsSectionAgendaDataGatheringApproachInterviewProcessDefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataAstructuredapproachtogatheringdatacansupportprojectsthroughoutmultiplephasesStrategicChangeFrameworkDataGatheringApproachMobilizationSituationAssessmentStrategyDevelopmentImplementationPlanningLearningKeyPurposeDeterminedatarequirementsIdentifyspecificdataneedstiedtoproposedanalysesDEFINEDATAREQUIREMENTSDetermineotherprojectrelatedrequirementsProvidecontextforprojectManagestakeholdersBuildrelationshipsIdentifyandqualifydatasourcesEstablishcredibilityfortheprojectandprojectteamwithintheorganization+DefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataWhendefiningdatarequirements,considerthatdatagatheringactivitiescanserveavarietyofpurposesKeyActivitiesDEVELOPDATAGATHERINGPLANIdentifydatasourcesPrimarydatasourcesSecondarydatasourcesDetermineappropriatedatagatheringactivitiesInterviewsFacilitatedworkshopsSurveyLiteraturesearchOn-lineresearchArchivalresearchBestpracticesObservationSequencedatagatheringactivitiesDeterminedependenciesConsiderlogisticalrequirementsEvaluateprojectdeliverabletimelineDetermineorderbetween/withinactivitiesAssigndatagatheringresponsibilitiesPwCteammembersClientpersonnelDataservice/contractassistanceDefineData

GatheringRequirementsDevelopDataGatheringPlanGatherDataAcomprehensivedatagatheringplanconsiderswheretoobtainthedataandhowtoorganizeactivitiesandtaskstomaximizetheefficiencyandeffectivenessofoureffortsPre-surveyactivitiesIdentifyparticipantsandlocationEnlistappropriatesponsorshipLineupsurveyprocessingsupportDeterminesurveytimetableSelectsurveyvehicle(e.g.,electronic,paperbased,telephone)DesignandpilotthesurveyKeyActivities(SurveyExample)GATHERDATAExecutesurveyDistributesurveyQueryparticipantstoensurepropertooluseFollowuppriortosurveyduedatePost-surveyactivitiesCompiledataReviewdataforconsistencyandcompletenessClarifydataanomalieswithparticipantsPreparedatabaseforanalysisDefineDataGatheringRequirementsDevelopDataGatheringPlanGatherDataSuccessfuldatagatheringrequiressignificantpre-andpost-workSectionAgendaDataGatheringApproachInterviewProcessDefinenatureandscopeofinterviewsDevelopinterviewguideMakearrangementsConductinterviewsAnalyzeandsummarizeINTERVIEWPROCESSGUIDEDDIALOGUEFollowastructuredprocessfromdefinitionoftheinterviewprogramtotheanalysisandsummaryofthefindingsHypothesisGeneratingInterviewsClientobjectives“Real”issuesHowthingsworkUnderlyingproblemsWhere“bodiesareburied””ClientcultureDataGatheringInterviewsMarkettrendsCompetitivesituationOrganizationalissuesIndustryeconomicsTechnologyHarddataSalesforceNetpriceMarketshareValidatingInterviews“Blindspots””FeasibilityofrecommendationsValidityofanalysis/

estimatesOutsideperspective(customers/suppliers)PoliticsCredibility1.DEFINENATUREANDSCOPEOFINTERVIEWSGenerallytheteamusesinterviewstogainaperspectiveorgatherdatathatisn’’tavailablefromwrittenmaterialsCategoryClientPwCSMEs,Gov’tAgencies,UniversitiesCustomersDistributorsSubstitutesCompetitorsSuppliersTypicalIntervieweea) Seniormanagementb) Technicalstaffc) SalesmanagersandsalesstaffIndustry““expert””Buyer,specifierDealer,salesmanagerSeniormanagementSeniormanagementSuppliersalesindividualPurposeUnderstandhowclientseestheproblemUnderstandproducts,applications,technologyUnderstandmarketdata,buyingprocess/factorsUnderstandgeneraldynamicsofindustry,politicalconsiderations,regulatorytrendsUnderstandcustomerneeds,purchasingcriteria,competition,marketdataUnderstandmarketdata,viewofclientandcustomersUnderstandeconomicsofsubstitution,reactionofmarketCheckourview,understandposition,responseIntegratewithclient,importancetodrivingclient’sbusinessWhenFirstSecondThirdLastDuringatypicalengagement,talktoarangeofpeopleinasequencethatallowstheteamtobuildonitsknowledgeIllustrativeüRecommendeduseNatureofInterviewIn-depthInterviewComplexIssuesSensitiveTopicsData-intensiveQualitativeIssuesShortInterviews(TargetedInformation)LargeNumberofInterviewsüüüüüüüüüüüüüIn-personPhoneFocusGroupTwoInterviewersTypeofInterviewThedecisionastohowandwheretoconductinterviewsdependsonthenatureoftheinterview...üüüIllustrativeIntervieweeClientInterviewsCustomer/SupplierInterviewsCompetitorInterviewsThird-partyInterviewsüüüüüüIn-personPhoneFocusGroupTwoInterviewersüüüüTypeofInterviewüRecommendeduse…andonthetypeofintervieweesIllustrativeUseissueanalysisasastartingpoint:TopicsDataneedsSequencetopics:TobuildcontextTobuildunderstandingTobuildrelationshipUsevisualaids:Tables/graphsOthergraphics

(businesssystem)Separatetopics/questionsinto:(a)absolutelymustfindout(b)wouldliketoknow2.DEVELOPINTERVIEWGUIDESAnInterviewGuideflowsfromtheissueanalysisandservesasatoolfororganizingtheinterviewIntroductionGeneralSpecificDataFormsClosingThisstudy/projectToday’sdiscussionWhatresponsibilitiesdoyouhaverelativeto…?Whatfractionofequipmentissoldto...?WhatareCSFsinthesemarkets?Howwouldyoudescribeyourrelationshipwithyourdistributors?Anythingelse?CanIhaveacopyof……?Thanks!Theinterviewguideshouldincludeanintroduction,thequestions,andtemplatesforrecordingcomments/answersOnetopicatatimekeeptheintervieweefocusedWatchphrasing/meaningbeclearanddirect(minimizejargonandconsultantspeak)Givebackgroundtobutdon’tbiasanswershelpintervieweeAskaboutspecificsusefollow-upquestionsasappropriateKnowandcoveryourletlessimportantpointsslipifprioritiesnecessaryStructurethequestionscarefully--paycloseattentiontothespecificwordingandsequenceIssuePossibleResolutionsCanwerevealclientidentity?BeforeinterviewAfterinterviewGenericonlyNotatallAretheresensitiveissues,oristhisatouchysituation?WhatistheQuidproQuo,ifany?Whowillgeneratenames?AreanyintervieweesPwCclients?SkipitClientwillhandleitJustbecarefulYourinterestandpresenceOurestimatesordataAwrittensummaryProjectteamPwCClientContactclientpartnerfirst3.MAKEARRANGEMENTSBEFOREmakinganyarrangements,confirmwiththeprojectmanager(orpartner)tounderstandhowtohandlepotentialissuesFirst,beforemakinganyarrangements,understandhowtohandlethefollowingissues:CallMakearrangementsinpersonCallearlyGetanameCallbackUseavarietyofbasicapproachestogaintimeTheyarekeyIt’sintheirinterestItmaybeinterestingAnticipateresistancetoparticipationTimeConfidentiality“Idon’tknowanything”ConfirmConfirmarrangementsPurposeanddurationDate,time,locationAttendeesPlanAheadGiveyourselftimeUsuallyoneweekSometimestwodaysOn-the-spotcallmayhelpArrangeforassistancefromtheclientProjectassistantClientTeamLeadClientProjectManagerKnowwhereyou’regoingGetamapGetdetaileddirectionsArranginginterviewstakestimeScaleEconomiesArePossibleALearningCurveDoesExistScheduleseveralinterviewsperday,thoughnottoomanyScheduleadequatetimetocompleteyournotesimmediatelyaftereachinterviewSchedulelessimportantinterviewstooccurearlierinthesequenceRefinequestionsintheinterviewguidebasedon““howtheinitialinterviewswent”Scheduleseveralinterviewstooccurperday,andsequencetheseinterviewstotakeadvantageofthelearningcurveINTRODUCTIONCLOSINGGUIDEDDIALOGUE4.CONDUCTINTERVIEWSAninterviewisaguideddialoguethatyouintroduce,conduct,andcloseUsetheintroductiontoestablishrapport,createacontext,andfocusattentionontherelevantsubjectmatterIntroduceyourself,PwC,theprojectteam,andthestudy/projectBuildcredibility;onlythetruthDon’tbepompousDescribeanyfactorsassociatedwithconfidentialityConfirm/statethenatureoftheconfidentialitytheintervieweecanexpectEstablishifacompetitivesituationexistsConfirmthelengthoftheinterviewRespondtoquestionsorconcernsMonitortheprogressoftheinterviewagainstyourschedule--alwaysleaveenoughtimetoproperlyclosetheinterviewPlaninadvancehowtocloseeachinterview:SummarizeanyagreeduponactionsornextstepsObtainnamesofotherkeyindividualstocontactArrangetoobtainanyunfamiliardocumentsreferencedExpressgratitudeSchedulefollow-upinterviewifrequired;otherwise,leavethedooropenforareturncallBeforebeginningthenextinterview,completeyournotesandreflectontheimplicationsofwhatyouheardCompletethenotesimmediatelyWritedowneverythingyoucanrememberHighlightincompleteareasProvidebackgroundtoputtheinterviewinperspectiveCreateaheaderwiththedate/timeandparticipantsDescribetheparticipants’titles,responsibilities,historieswiththecompany,attitudeduringinterviewReflectontherelevanceofwhatwassaidEditthenotes,highlightingcriticalresponsesandinformationThinkaboutwhatelseyouneedtoknowGuideNotesDataAnalysisSummary5.ANALYZEandSUMMARIZECreateaninitialanalysisandsummaryoftheinterviewsandaccompanyingdataDeveloppreliminaryconclusions--ask“sowhat”asyouwriteeachconclusionTieconclusionstoinitialhypothesesUsetheissueanalysisplanandinterviewguideasstartingpointsLookbeyondthefactsAsk““Why?”and“Sowhat?””LinksupportingdatatotheconclusionsIdentifypotentialproblemswithregardtoFeasibilityofrecommendationsConfidentialityImplementationconcernsQualifyopinionsasappropriate,e.g.,duetoinsufficientoruncertaindataProvidealistofnextstepsaspartofthesummaryOtherinterviewstobescheduledOtheranalysestobeperformedOtherdatasourcestobereviewedOtherissuestobeexploredPossibleNextSteps:POTENTIALPIT-FALLSPlanningandexecutingasolidinterviewingprogramcanbedifficultTalkingtothewrongpeopleMissingkeyissuesBreachingconfidentialityNevergettingtospecificsMishandlingsensitiveclienttopicsAskingquestionsthathavealreadybeenansweredSettingfalseexpectationsFailingtobringinsightsbacktotheteamINTERVIEWTIPSPracticemakesperfectPreparationandpracticearekeyListencarefullyProbefordetailsUsetheinterviewguideasatool--beflexibleBalance““coveringyourprioritiessoyougetwhatyoucamefor””with“remainingflexiblesoyoucanpickupunplannedgems””GetquotesandanecdotestodocumentqualitativeissuesTakeaccurate,completenotes--templateshelp;havingasecondpersontakenotesalsohelpsReturntoearlierquestionsattheendoftheinterviewtoclarify,fillingaps,and/orverifyresponsesRespectyourtimecommitments(e.g.,arriveontime,leaveontime)Learnhowtorecognizeandrespondtointerviewee’’sdispositionBreakPersonalDevelopmentPlanningPersonalDevelopmentPlanningPyramidAddyour2-yearpersonalgoalsAddyour1-yearpersonalgoalsAddyoursub-goalsforthisyearthatwillsupportyourlong-termgoals2-YearGoals1-YearGoalsPeopleSub-GoalsFirmSub-GoalsClientSub-GoalsPersonalDevelopmentPlanningPyramid--Sample2-yeargoals1-yeargoalsSub-goalsBesoughtoutasaStrategySMEanIndustrySMEContributetoathoughtleadershipwhitepape