1. Your website feels rather wordy to me – why aren’t you more minimal when describing your approach?

We’re attempting something new and different, and want to help potential clients feel as clear and comfortable as possible about this. If we boil everything down too far, we lose the core of our approach – based on joined-up, ‘minimal interventions’ - which is precise and subtle. We’re also trying to help people to see why things don’t work, how things can be shifted, and to help them to take more responsibility for their part in that. We also want to be generous with our expertise – rather than keep what we do a mystery. Having said that, we understand that too many words, or too much ‘theory’ can give some people a headache, so this FAQ document attempts to provide a short-cut, if people feel the need.

2. You say you’re different, but in what way are you different from your competitors? It all looks the same to me!

Our clients say we are different in a number of ways. Here’s a ‘Top Ten’ list:

i) We bring particularly good questions and great insight - getting to the core issues quicker and enabling more focused use of resource.

ii) We work in a responsive, creative way – not just setting out our familiar programme and slavishly following it as some of the big consultancies tend to do. We adapt to how your organization reacts to us and innovate accordingly.

iii) We ensure our work ‘joins-up’ with other, core work in your organization – and leaves a legacy of more joined-up working after we’re gone. Other consultancies tend to either stay clear of these difficulties, or develop their own influencing network within your business, thus diminishing your role.

iv) We help you to deliver results as well as grow individual and organizational capability. Most consultancies do one or the other, but not both.

v) We get alongside you and your real work - catalysing progress by doing the minimum necessary to deliver the required change, while maximising responsibility-taking in your organisation. Many management consultancies either do too much ‘driving’ of client progress - and when they leave, it’s as if the batteries have been removed – or, they take little responsibility for pin-pointing the deeper blocks and helping to remove them.

vi) We are able to work at considerable depth - resolving any especially sensitive or difficult ‘people issues’ blocking progress, and skillfully facilitating the most complex discussions.

vii) We work through high-quality relationships – so the work we do has a certain warmth and care to it, which people enjoy and learn from – even though we may be delivering some very tough changes.

viii) We are prepared to take risks in our relationship with you and your team where this serves the work, and this can be transforming.

ix) We don’t become big personalities in your business, preferring to make our mark in service of your organization, rather than in service of our brand.

x) We are generous with our models, insights and feedback, rather than being territorial about our stuff.

3. What will I notice about your ‘minimal intervention’ approach - and what are the downsides?

You’ll notice the things mentioned in the answer to the previous question. You’ll also notice that we take time to get the little things right as we prepare for our interventions and support others. Key emails, agendas, conversations… bringing just the right amount of ‘just-in-time’ attention can make all the difference. The ‘downsides’ might include you and your people having to take more responsibility for your part in the success of the work – but the upside to that will be less cost, and changes that will actually stick!

4. So how will you diagnose my issue?

We’ll suggest the quickest, clearest way to do this, following an initial conversation with you that helps us understand the situation from your perspective. We normally conduct a series of short interviews with key stakeholders, attend some key meetings and read core documents – working through your authority, rather than bypassing you, or operating ‘freelance’. As we do this, we’ll take care to build good relationships as we go, which will help us to work well with people later. Then we’ll share our findings with you and your team and listen carefully to your response before recommending a way forward. Clients often remark on the level of insight we bring; this quality helps us get to the nub of things quicker than most.

5. Do I have to spend a lot of time talking to you – either to explain my issue or to listen to your theories?

No. All we need is to be clear about the outcomes you want and your understanding of the issues in the way – and, following any diagnostic phase, we need to be set up well by your leadership to do the work we’ve agreed. To begin, we will ask you some precise questions and then get on and talk to others, with your permission.

We understand that not everyone is interested in becoming an OD expert! However, we’ll share with you some principles and processes that will support the work, and encourage you to engage with those that will help you lead the changes especially well. We won’t bore you with our bedtime reading!

6. If I just want someone to tell me what I need to do to fix things, will you do that?

If it’s a simple thing, then yes. However, if it’s a simple thing, then you probably don’t need our help. If it’s a bit more complicated, we will be honest and clear with you about what help we think you need, what the options are, and the implications of the different choices. Then it will be your call.

7. Are you expensive?

Our day rates are cheaper than the big management consultancies, about the same as other ‘boutique’ change management consultancies, but more expensive than a standard HR/Training service. However, our minimal intervention approach means that we can do more in less time, as long as we can contract well with you, and build trust early on.

8. Will small companies, or third sector/voluntary organisations be able to afford you?

Yes. Small companies tend to invite us to design and facilitate off-site meetings to help them address key issues They tell us that we are not cheap, but we’re good so it feels worthwhile. We do work for voluntary sector organisations at a much reduced rate (around 50%), and are very interested in this type of work.

9. Can I speak to your recent clients?

Yes. Just let us know that you’re serious, and we’ll arrange it - usually after we’ve met with you and we’re nearing an agreement. We don’t like to do this too often, as it feels like a big favour to ask of very busy people.

10. If I want you to sort out my top team, where would you start?

We’d talk to the CEO first to clarify the purpose of the work. Then we’d talk to all the team members in confidence to get their perspective. After that we normally have a reflective discussion about the issues arising with the CEO (without betraying confidences) and suggest an appropriate set of ‘minimal interventions’ – perhaps an off-site meeting, or a facilitated session at the next regular meeting, some coaching for key individuals etc. We’d build in review points with the CEO and measures of success, checking in after each intervention and tweaking the plan as necessary.

11. My senior managers don’t like games, or being patronized. How will you deal with them and still be innovative and shift things?

This is familiar ground, and we are sensitive to this. We don’t play games – but we like to ensure people don’t get stuck in their heads, or in fixed roles around a table – so have various ways of ensuring that the work we do has an appropriately dynamic feel to it. We’ll tune our exercises to enable the team to reach new edges in their interactions and learning, without tipping them into shame or embarrassment. Of course, occasionally one or two people will feel uncomfortable, but we’ll meet that with respect and interest, as it’s likely to tell us something useful.

12. How would you work with people who are not very interested in 'fluffy' stuff?

I assume that by ‘fluffy stuff’ you mean self-awareness and inter-personal skills? There will always be an element of ‘human process’ content in our work, as we think it’s essential for teams to be able to understand how they are going about things together. But this will always be relevant to the here and now – including the core business challenge being faced - which makes it less excruciating for those who find it unscientific, ‘wet’ or just plain exposing.

13. I just want to get some ideas from you. I don’t want to unleash you on my team just yet. Can I do that?

Yes – just contract with us for a conversation followed by some reflections from us.

14. What's your minimum contract?

1 day

15. How soon will I begin to see a difference if we work together?

Immediately – if you’re not stimulated by our first meeting, then there is something wrong!

16. You haven’t mention the Global Financial Crisis on your website. Are you offering anything that will help me to address the impact of that?

We see the GFC as hugely significant, and leading to all sorts of enormous impacts that are not yet fully known. Our minimal intervention offer is our attempt to respond to exactly that, by modeling the principle of ‘getting more for less’, and helping teams and individuals to face into an emergent future in the best and most effective way.