{ "media_type": "text", "post_content": "I'm a SM. Have a Mgr on my team who has the tech skills, but basically zero consulting skills. I have to redo everything he does to make it client- ready. #JustVenting", "post_id": "5d3c5709b9c881002183df3d", "reply_count": 23, "vote_count": 5, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

I'm a SM. Have a Mgr on my team who has the tech skills, but basically zero consulting skills. I have to redo everything he does to make it client- ready. #JustVenting

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You offering said manager any coaching to help them improve? Sounds like it might be a good investment of your time

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Started with coaching, now it is hourly check ins to make sure we are on track.

I was that manager before. I had an SM that wanted it done their way and their way only. Doesn’t mean the manger isn’t doing quality work, it’s just different that the way you’d deliver it

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I understand your point. That is not the situation here.

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OP, I imagine this is frustrating and increases your workload. Some of the comments in this thread seem a little more condescending than they need to, but you definitely have my sympathies. Look at it this way: Your firm hired this dude because his tech skills outweighed his lack of consulting skills and there is hope he’ll contribute somehow. You should definitely make it clear to your evaluators that you’ve done more than your share to mold him into a strong consultant, and see it as an opportunity to make D a little bit stronger. Good luck.

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Either coach him or he won’t improve. It’s on you to advise and set guidelines, it’s on him to follow them and improve. Set a timeline (ie one month), put it in writing with Partner on CC, and if no improvement, begin rolling them off.

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5 weeks in to a 12- week project.

I don't know if half the people here are illiterate or just didn't take the time to read, but good on you for helping out! Coming from someone who has gotten some of the best consulting advice from an SM who cared, just wanted to say thanks on taking the time! If he does manage to improve not only will it help both of you, but you will absolutely have someone who is willing to put in that extra effort specifically for you. People like you make this firm a great learning environment!!

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If they don’t have fundamental consulting skills then it should be addressed for his benefit and yours.

Agreed. And I am doing that.

why not help that individual? it's a process. do it right, you have gained an ally

Been there. I’ve had an entire team come in to do a project on my client who had some great deep tech knowledge but seemed to be completely blind to things like 1. What the client wanted from the project 2. What they actually promised to deliver 3. What the client was saying when they complained that preliminary deliverables were not what they needed This wasn’t subtle. The project objective was very clear, should we do X or Y. The CIO wanted to do X, her team wanted to do Y, so she hired us to recommend which to choose. This team wanted to send a final deliverable that analyzed both and then didn’t make any final recommendation. WTF?? It was awkward because I was not officially part of their team but the principal told me to help them and make sure it went well—which the MD on that project did not particularly appreciate. In the end though, I and others on my team rewrote a lot of their deliverables, and I attended every client call and meeting to avoid or pull them out of each ditch they drove into. In the end, it was very successful, but it took so much needless pain and extra effort.

So you have an option - train him so you don’t have to do everything OR do everything

There is potentially another option or two - roll M off project and replace. Another choice could be to leverage a strong SC with the consulting skills M lacks. Each option has pros and cons.

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We are in week 5 of a 12- week project. I have been coaching him and he listens, so there is some progress. But we are starting at level zero.

It rather saddens me that, as an SM, you’re not able to coach or even recognize that you need to coach him. And as a Manager he lacks those critical client facing skills. I’m curious how you both got into these roles with such significant gaps. This is how organizational culture dies: promote people who can’t do their jobs, they make things terrible for those around them, and eventually no one wants to be there - not to mention the client fallout. I strongly suggest you find a way to coach him, instead of telling him what to do with regular check ins, but teach him how to fish. Again, this takes coaching, not mentorship. Give him specific assignments and coach him through. He will either learn and be better, or he will leave.

I suggest you take a deep look internally and consider what it is within yourself you can bolster to be a better leader. I understand you’re venting, but when you post such topics on a forum like this, what you’re really doing is complaining. You’re also representing the quality of your firm’s brand - especially by that last comment - that they’re unable to source quality hires and unable to coach them. Take ownership of your situation without compromise, elevate this guy, and you’ll have a strong ally.

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OP can you provide specific examples of these lack of consulting skills?

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