In business, there are always buzzwords and phrases that are popular.  It seems that “strategic’ is having its moment in the spotlight. The term really began to take off in 2013/14 as all the business magazines such as Forbes and HBR were writing about it, and all the consulting firms were refreshing their websites to convey that they could be it. But what does being strategic really mean? Why is everyone tossing the word around like it will solve all problems? Most consultants and consulting firms boast about their ability to be strategic. Many client executives use the word as an adjective, a verb and sometimes a noun. The word Strategy has become all things to all people.  Don’t get me wrong, in business, having strategic partners is paramount to success but with so many organizations moving to leaner, more cost-effective operational models – and with so many consulting firms offering strategic (support, guidance, planning etc.) – who is actually doing the work. Who’s getting stuff done? Clients engage consultants or consulting companies because they have a problem to solve that they cannot resolve on their own: a technology implementation, a significant process change, a business transformation, or all the above. So they engage with consulting firms to help with the strategic planning of whatever their change might be. This is useful. It produces a carefully designed plan to serve a purpose or solve a specific problem. Here’s the issue; often the client is left with a pretty PowerPoint presentation, a hefty bill, and no way to get the work done. Where is the real value? As consultants, if we are proposing how to solve a problem, shouldn’t part of our value proposition be providing delivery support as well? Shouldn’t we be both strategic partners and delivery execution partners? We think so. This doesn’t mean we take over, what it means is we consider the strategic planning and work with our clients to ensure they have the right blended team to get the work done and to build the capability internally to keep the work going.

Welcome to Harbinger. We are a boutique consulting firm that helps organizations and their leaders foresee, plan, and successfully navigate transformation initiatives. Our primary business is to support complex enterprise projects and programs by providing organizational change management and learning services that are customizable, scalable, and cost-effective. What you may not know is why we do this work. Two of the co-founders and primary partners at Harbinger are me, Krista Schaber-Chan, and Gregory Roth, and we are advocates of the change process.  Working in the consulting world for over 18 years, we have seen a lot; some of it good and some of it not so good.  We know that we can provide the services and knowledge to help organizations large and small navigate their way through any size of change that they are experiencing. Many people have asked “Why ‘Harbinger’?  Doesn’t that word have a negative connotation?” We say no. A harbinger announces the arrival of something or foreshadows a future event.  Like the Robin is a harbinger of spring, we are harbingers of change.  Not only do we help organizations through their change we also help them foresee, plan for, and manage change that is coming. Managing change is not a simple task, but it needs not be daunting.  There are many different tools, approaches and mechanisms that can be employed to help the transition of change move smoothly. Greg is passionate about adult learning, knowledge management and technology.  I am passionate about the sociology and psychology of change and coaching people through the steps they need to take, and we both love to see people and organizations succeed where they did not believe they could. We think Harbinger is a fitting name for what we do and who we are.  We hope you visit our website often and follow our blog. We also are open to change and always look for ways to improve, so please comment on our blog posts or contact us to learn more about Harbinger and how we can help you lead change.

Imagine medieval times. You are living a quiet life in a happy little town, when you receive word an army is amassing two days march away. Your people know nothing more. Will the army simply pass through or conquer your people—destroying your idyllic way of life. The army’s intentions are unclear. What you do know is you live on the bank of a river—if only you can get to the other side, you and your family will be safe. This is when you discover there are three kinds of villagers… Some can swim. They are aware of the present danger, desire to get away from it and the knowledge and ability to help themselves – they dive in the water and immediately escape to the safety of the far bank. Some can’t swim, but are willing and able to build a raft. With a little encouragement, a few branches and twine, they can craft a way to float. Some can’t swim and nor want to build a raft, instead the will wait for someone to build a bridge for them or worse stay and be slaughtered. The reality is, for those who cannot swim or won’t build the raft do not have the desire or knowledge required to get them to safety. For many, the fear of water is far greater than the awareness of the marching army coming at them. The river is the clear and present danger. There is no way they will cross. These villagers will wait it out, hiding in their homes, hoping the army never arrives. They will not make it to the other side—they will resist. This reinforces that fact that even when we have built awareness, created desire and addressed gaps in knowledge, our people may have very real limits in their ability to adopt a given change. There may be physiological, emotional or physical limitations that prevent them from surviving the transition. They may not know how to “swim”. So, thinking about a change you are currently leading, do you know who your swimmers are? Do you know who has a mortal fear of water? Remember, just because you learned to swim as a child, practiced swimming and had fun doing it doesn’t mean that everyone has that ability. Keep in mind, ability is about capability—knowing how and being able aren’t the same things. Once you have assessed the ability of each member of your team, you can better consider where to invest your efforts as a change leader. Direct your energy to the raft builders—they will need and accept your help in getting to the other side. Just as importantly, give yourself permission to evaluate those in your team that might not survive the change. As leaders, we all strive to leave no person behind, but for some it is a very real possibility. In some cases, a person may need to be moved to another role, another department or released from the organization. So are you ready to answer the question? Can your people swim?

It’s fair to say everyone gets asked the question, “What do you do?” regularly. To answer this question, or to understand its answer, isn’t easy. The barriers to communication could be out of your hands, as with short attention spans or booming bass…or it could be self-inflicted, as when speaking consultant-ese. A few things are for certain though – consulting is this: exhilarating, hyper-intense, and rewarding. Here’s a play by play of a day in the life, to allay some of the mystery: 5:00am – Twilight Self-care Time to roll out of bed and hit the hotel gym. Although you’ve enjoyed your fair share of crisp morning air, perhaps you have never been much a morning person. Still, the benefits are real and this life will pack on the pounds unless you do something about it. Feeling amped up on the way to the office is just the right kind of addictive, too. 6:30am – Warmup A quick breakfast in the lounge and you’re on the way to your client’s office. On the days you manage to get in early, this relative alone time is great for getting some tasks crossed off your list – or at least started. I would say this is a good time to respond to the glut of emails in your inbox, but you’re a noob, which means you’ve got plenty of reading to do and a lesser number of responses to send. Don’t worry, it won’t last forever. 9:00am – Project Stand-up The entire project team gathers for a weekly address by the project lead. Think general, team captain, or even Hogwarts headmaster. High-level updates and accolades are tossed together to motivate, but more than anything else this is where figurative bombs can be dropped. Chop-chop! 9:30am – Catch-up and Learn A chat with your manager. Once you’re past the social niceties, you run through a list of your deliverables and the progress you’ve made on them. Now is the time to ask questions and ask for help with any roadblocks you’re facing. It is also, occasionally, the time to defend your progress…or lack thereof. It’s an exercise in refining your approach and where a ton of learning takes place. Some of the most important lessons are about one another. Near the end of my first year as a consultant, the project team and individual teams within it conducted workshops focussing on lessons learned throughout the year. These lessons were for both the group and subgroups, but also for individuals. Mine was learning to say “no”. Now almost a year later I realize that the lesson wasn’t learning how and when you say no, but rather to communicate in a way that pre-empted the need to say no. Managing expectations reduced anxiety both in others and in myself, and resultantly caused an improvement in my ability to deliver and take on more. This one on one time has been invaluable in improving my ability to communicate (I think!). 10:00am – Heads Down It’s time to focus, so put on your headphones and peruse your collection. Find the right playlist, the right set, and you’re plugged in to get things done. Some common tasks include reviewing and gleaning information from functional and business process documentation. This review leads to questions, which require answers…because your job is to prepare your client for the change that lies ahead. This could be through developing training material and then delivering that training. It could mean measuring and tracking the impact of change, and as abstract as that may sound, know that it is just that. Most of all though it means engaging the people involved and making sure they aren’t just ready, but that they feel ready. Yes…there’s a whole lot of Excel, Word, and PowerPoint in all of the above. 12:00pm – Lunch At your desk. The end. Lol. 12:15pm – SMEs Meet with one of the subject matter experts (SMEs) on your project. SMEs could be client employees or consultants from other firms – either way, they are key resources for information you need. These meetings are where you discuss to get the answers you need to know to understand how your client works, what business needs are, and how it all comes together. This could be an extended, convoluted process, so expect to plant seeds…keep digging, and plant again. You’re not here to provide the answers, but rather to ask the kind of questions that lead to the best possible solutions. 1:30pm – Free-for-all Afternoons are what they let themselves be. You could have back to back SME meetings, system walkthroughs, impromptu discussions and tasks to follow up on, or there could be time to sit down and work on your deliverables. This time can demonstrate how truly collaborative team members try to get work done individually, and yet continuously set things aside to help one another. Finding balance is critical but when it’s really needed, the quiet hum of silent efficiency will set in…so you don’t mind the chit-chats, the din-doodles, and especially all the times pulling from the same rope. 5:00pm – The Long Hours Bring out the coffee and settle into that “end of day” meeting – recapping, re-planning, re-thinking. Just like anywhere else, the minutes start to slow down, so if you’re planning on pushing on and focussing after the meeting it might be time to order in. In crunch time, this is the way to go to keep you going. Got-to-love UberEATS! 7:00pm – Respite and Decisions You’ve hit the wall, and things aren’t mission critical on the project just yet. There are a few options when on road and all of them are equally good as long as you choose what you need, or what really is needed. Head back to the hotel, freshen up, and make your call: Dinner with the team – a chance to get to know a different side of your colleagues Explore the city you’re in – time will and does slip away Hit the gym round-two (or one) It is crunch time HA! Get back to work! Dinner in solitude and well-earned relaxation You do what your mind, body, and heart need. Odds are there will be plenty of times you will be checking your email and work a bit longer. It takes a significant amount of energy and willpower and isn’t for everyone. The rewards, however, are the real deal. Working with and learning from bright and dedicated people. Travel all over the country and the continent, or even the world. Tops for me though is the rush of flying home each week – trust me, in some strange contradictory way, it’s very tough to beat. #ThoughtLeadership