The term “Trusted Advisor” (TA) gets tossed around a lot. This is especially true in times when business and/or economic conditions drive companies to examine internal processes that are critical to its success. In this environment it is only natural to reach out for someone who can listen, can be trusted with highly sensitive and confidential information, who is objective, and who can offer applicable expert advice. Having a truly independent, properly credentialed professional advisor in your corner, who has no vested interest, can be reassuring and very beneficial.

Consultant versus Trusted Advisor

At various times during my career in materials handling automation, I was called upon to collaborate/consult on logistics projects that when implemented would change the way the client conducted business. Working at this level, you gain a deep appreciation for the unique manner in which a company approaches the market place and differentiates itself from the competition, and the need to protect that uniqueness while suggesting technically appropriate strategies and solutions.

I found that while there are many similarities between traditional industry consultants and a trusted advisor, there are also important skill and prospective differences.

For instance - if a company has determined that improvements in its supply chain logistics and/or distribution processes are required, then hiring an industry consultant to assist in the technical development of appropriate solutions that will boost productivity and efficiency can be beneficial – see (In Tough Economic Times Does it Make Sense to Hire a Material Handling Consultant?).

However, when the problem is not so well understood; the path forward is not clear, and there is little or no consensus, hiring a TA might be the more appropriate place to start. While expert advising requires some relevant application and process knowledge, the TA is much more skilled and adept at being an executive coach, where the focus is on assessment, feedback, and the development of management and leadership skills.

Hard versus Soft

According to Edward M. Oakley, Management Consultant - every organizational process has a “Hard” part and a “Soft” part. The Hard part represents the structure, processes, procedures, technology, tools, metrics, etc. The Soft part represents the people side - concerns, buy-in, resistance to change, creativity, commitment, etc. Often, it’s the Soft part that is the most difficult to get your arms around.

He says that typically we tend to see the Hard part as the Management side of our role and the Soft part as the Leadership side.

Basically, you manage things and lead people. Both are important, with balance being the appropriate watchword. Management is about control, and good luck controlling people – especially if they don't even report to you. Bringing the best out in people requires leadership. Influence is a key aspect of that leader ship. Since you cannot make someone do something, you must influence them to do that which they would not likely do on their own. How you do that is an acquired skill.

Oakley provides free tips in his leadership journal at: www.leadershipmadesimple.com.

The Role of The Trusted Advisor

Angus Strachan, PhD, Lund & Strachan Inc., is an organizational and clinical psychologist who has many years of experience working as a TA for companies and individual clients. Based on his extensive experience, he believes that the TA role is primarily comprised of two major categories: relationship development roles and action-oriented helping roles. The following is a summary of his thoughts on these characteristics that you may find helpful when considering a TA candidate:

Relationship-Development Roles

The Listener: Provides opportunities for a client to talk about the things they don’t or can’t normally talk about with their direct reports, supervisors or peers – thoughts and feelings that can fall between the cracks. Here the TA is more than an active listener, becoming what Dr. Strachan calls a “power listener” who goes beyond the surface and pushes for deeper understanding. Through this process, the client realizes that he or she can confide in the TA without his or her message being transmitted to others.

The Encourager: Dr. Strachan has found that some clients can become discouraged, particularly when they are pursuing long-term goals that require effort and focus over an extended period of time, or when they bump up against obstacles to progress. A TA, who has been down this path many times before, can provide perspective and encouragement when a client feels dispirited or down, simply by relating stories of similar situations. Dr. Strachan believes that sharing this kind of real-life experience can be especially important when working with clients who feel they must always display a stiff upper lip, showing no “weakness” or hesitation in the leading of their troops.

The Confronter: Many clients are surrounded by people who are wary of expressing their true opinions, particularly about the bosses’ behavior. Dr. Strachan states that one of the attributes most valued in the TA is integrity. The TA has a responsibility to provide objective feedback to the client. Of course, this must be done tactfully and with respect, perhaps once again by providing real-life examples of similar situations.

Action-Oriented Helping Roles

The Advisor: The TA is often brought in early in the process to help the client organize the project team. The TA can help the client think about who will complement, rather than mirror his own thoughts. Dr Strachan has found that bright, creative, entrepreneurial people often make the mistake of selecting people like themselves for their project team, when someone who has different characteristics, such as a more hands on implementer or practical thinker, would make the team more effective overall.

The Strategizer: Clients frequently wrestle with political issues in their organizations. How can they deal with the Board of Directors? How can they negotiate with a union? How can they enlist the help of a powerful manager (or go around them)? An experienced TA should be able to help the client strategize.

The Facilitator: This, of course, is a natural role for the experienced TA. As a follow-up to giving advice, laying out an implementation plan, with both internal and external resources, is a key part to developing and completing a successful change process.

The Writer: In a world of e-mails and blogs, clear and concise writing skills are a bonus. A TA who enjoys writing, and is good at it can help a busy client to quickly draft letters, speeches, proposals, presentations, and policies - all of which will help “sell” the project.

Final Thoughts

Being able to turn things around quickly is a major asset companies appreciate. Still, while tried and proven solutions can provide the foundation for many basic processes, the devil is in the details. If a cookie-cutter approach would work, then it most likely would have already been tried.

As supply chain logistics technology becomes ever more automated and complex, the world of organizational and process consulting will become increasingly dependent on more specialized and personalized long-term services. Adopting and utilizing the specialized skills of a Trusted Advisor will become an important strategic strategy for companies on the fast track.

Agree or disagree with Holste's perspective? What would you add? Let us know your thoughts for publication in the SCDigest newsletter Feedback section, and on the website. Upon request, comments will be posted with the respondent's name or company withheld.

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