![]() ![]() The term “flawless,” stresses Brewer, doesn’t mean perfect. Brewer has worked with Block for more than 20 years and speaks with hundreds of HR leaders each year, counseling them on the approach and how to apply it effectively to their work. As he said: “When you don’t have direct control over people and yet want them to listen to you and heed your advice, you are face to face with the consultant’s dilemma.”īill Brewer is director of client relations for Designed Learning, a company that teaches consultancy skills based on Block’s Flawless Consulting model. In it, he describes consultants as literally anyone who is attempting to influence without direct control or authority. In fact, Peter Block’s work would suggest that each and every one of us at some point in our business interactions is engaged in consultation.īlock is the author of Flawless Consulting (Pfeiffer, 2011), now in its third edition. Interestingly, though, a wide range of other professions and professionals are engaged in consultative work. The consultative relationship is germane to the work of HR consultants. ![]() Much of the challenge is inherent in the nature of the work, which involves, above all else, achieving results through others in situations where the consultant might have influence-but rarely control. HR consultants know that while consulting can be very rewarding, nobody ever said it was easy.
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