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Internal Consultancy Skills course participants

"Very valuable. Tutors were ready to answer all questions from real-life situations" Branimir Preprotic, Corporate Strategist, Pliva Croatia, Zagreb

Internal Consultancy Skills course participants

"Excellent course. Some very useful techniques and I gained a better understanding of how a consultant should operate" Paul Hutchison, Pre-sales Consultant, Telindus UK

"An excellent course. Very professionally presented and managed." Leigh Maynes, Accenture

"The best course I have ever been on, and being a trainer myself that's a very big accolade." Gaye Burnett, Toyota Australia

Internal Consultancy Skills course participants

"Gave me lots of skills on how best to gather and present information. Very enjoyable - will recommend to others" Gavin Kane, Bank of New Zealand, Wellington, New Zealand

Internal Consultancy Skills course participants

"Lots of tips, tricks and techniques to deal with the customer in any type of meeting (easy or not)" Annie Mourre, Software Engineer e-commerce, Amadeus, France

Internal Consultancy Skills course participants

"Excellent course!" Constance Vigilance, Commonwealth Secretariat, Pall Mall, London

Internal Consultancy Skills course

"Very valuable in dealing with almost anyone" Julie Ng, Financial Services Director - North Asia, BOC Gases, Hong Kong

Home > In-house Courses > Consultancy Skills Profiler

Consultancy Skills Profiler

As a participant on the Internal Consultancy Skills course, in addition to the comprehensive course binder you will also receive a computer-analysed assessment of your personal consultancy style benchmarked against a comparison group of over 500 consultants. The accompanying 40-page Personal Development Workbook will help you take stock of your personal strengths and development needs and plan action to develop your capability. You will also receive benchmarked feedback on your "EQ" (Emotional Intelligence) and how to boost it, 16 aspects of your Personal Consultancy Style and 8 aspects of your Preferred Team Role.

Personal Consultancy Style Profile

Personal Consultancy Style Profile Personal Consultancy Style Profile You will receive your benchmarked profile including 'Emotional Intelligence' and Preferred Team Role measure and a 40-page Personal Development Workbook containing over 150 suggested development action steps to boost your performance in a consultancy role


You will receive benchmarked results indicating how your personal consultancy style compares with the benchmark group on 3 main modes. During the course you will receive guidance to help you adapt your mode of operating to suit the demands of the situation.

Expert Mode: People who operate in the Expert Mode are assertive, decisive and analytical. They prefer to collect and analyse the facts independently and without necessarily involving their "client" in the process. They are quick to spot the problems and develop solutions, and are comfortable presenting these back to their internal client. However there are a number of potential limitations. For example, they might not fully understand their client's objectives, the proposed solution may not have the support of the client or his/her staff, or they might overlook the people issues.

Collaborative Mode: People who operate in the Collaborative Mode prefer to involve others in the process. They listen to the ideas and opinions of their client and try to develop an understanding of their needs, concerns and attitudes. They are prepared to confront the difficult or emotionally-charged issues, and work closely with their client to develop a joint solution. Although this mode may not always be appropriate, it is the approach that is most likely to build the client's ownership of the solution.

Pair of Hands Mode: People who operate in the Pair-of-Hands Mode prefer their clients to give them a detailed brief on what needs to be done. They are energetic and well organised and apply their specialised knowledge to plan and implement action according to their client's specifications. However, there are a number of potential limitations. For example, action may not address the real problem, there might be little opportunity to explore alternative solutions, or they may not make full use of the consultant's skills and potential contribution.


You will also receive a benchmarked result indicating how your EQ compares with the comparison group of 500 consultants. There is no water-tight definition of emotional intelligence. Central to most definitions is the ability to monitor and understand one's own and others' emotions and to use this information to guide one's thinking and actions. The main components of EQ are:

Self-awareness: Observing and recognising our own emotions and understanding how we are likely to behave in different situations.

Managing our emotions: Recognising what is behind a feeling or emotion and finding ways to handle our fears, anger, anxieties and sadness. Exercising mastery over our own emotions and moods so that we respond appropriately in various situations. Motivating ourselves, managing our impulses and being able to delay gratification.

Empathy:Observing and recognising the feelings and emotions of others and being able to see things from their perspective. Developing a good understanding of another person and being able to predict how they are likely to behave in different situations.

Managing relationships: Responding to the emotions of others in a way which allows us to modify or control their emotions. Balancing the honest expression of emotions with the need for courtesy and consideration. Mixing easily with others, knowing what to say and being able to build a pleasant, agreeable relationship.


In the accompanying 40-page Personal Development Workbook the 16 core areas of competency are grouped into three main categories. The workbook guides you through the process of interpreting your results (highlighting your strengths and development priorities) and planning suitable action and contains over 150 suggested development action steps to enable you to develop and boost your results. The 16 core areas of competency are:

Business Management:

  • Business Building:
Seeking and developing opportunities to build your business area and grow a highly responsive unit focused on the needs of internal / external customers
  • Change Driving:
Setting a vigorous pace of change, introducing improvements and new approaches and not being bound to stick to traditional ways of doing things
  • Strategic Thinking:
Analysing how a course of action fits into the broader picture. Developing a deep insight into the essential issues and forming creative strategies to achieve organisational goals
  • Organisation:
Working in a systematic fashion. Preparing comprehensive plans, ensuring they are fully executed and that tasks are completed within time and cost constraints.
  • Decision Making:
Weighing up situations and coming to decisions swiftly and without undue hesitation. Making clear, unwavering decisions in the face of uncertainty.

People Management:

  • Team Energising:
Motivating people to do well and encouraging and reinforcing high levels of performance. Generating an enthusiasm to succeed.
  • Team Development:
Stretching and developing the capability of individual team members. Encouraging people to use their initiative and exposing them to challenging tasks and projects.
  • Human Insight:
Applying a deep understanding of human behaviour to pick up clues to the underlying feelings, needs and motives of others. Anticipating how people will respond and modifying your approach accordingly.
  • Involvement:
Encouraging people to contribute their views and ideas to the decision making process. Using a participative style where team members are consulted and involved in the management process.
  • Influence:
Influencing the outcome of meetings and discussions. Taking the lead in a group, making a stand for what you believe in and getting your way by persuasion and negotiation.
  • Building Trust:
Being open, honest and completely fair and even-handed in dealing with other people. Putting the needs of the team above narrower personal ambitions.

Self Management:

  • Achievement Focus:
Setting high standards of performance and ambitious targets and goals. Striving to achieve the very best performance that you and your team can deliver.
  • Proactive Energy:
Putting in a continuously high level of effort and energy, working at a fast pace and achieving high levels of personal productivity. Taking positive action to deal with problems.
  • Stress Management:
Staying cool, calm and level-headed when the pressure is on and being able to unwind and relax after stressful encounters.
  • Emotional Resilience:
Keeping your emotions in check and not responding emotionally to criticism, threats or unfair remarks. Keeping your spirits up when things go wrong.
  • Social Interaction:
Mixing confidently with other people and knowing what to say in social situations.