Managerial Styles

Each manager will have their own way of dealing with consultants. Here are a few traits that I have run into.

Managerial Type

Type: Middle of the Road/Road Kill

• Always have to balance a positive with a negative

• Usually new to management

• Don't know what to expect from consultants (usually assuming too much)

• Don't give clear instructions because of a lack of experience in doing so

Best handled by...

• Don't argue, just document everything they give you and be able to show
  Counter-Offers: Do They Merit Consideration?
  You are one of the fortunate few who have not been downsized. However, your current job isn’t exactly fulfilling. Perhaps it isn’t what you enjoy doing. Maybe the hours are too long. Perhaps you are having some conflicts with your supervisor. Your salary may not be on par with average job salaries for the same type and level of position, or not come close to what you feel you are worth. Whatever the reason(s), you have decided to enter into a job search.So you begin your job search. You work hard and spend quite a bit of time searching for your new job. Your efforts are finally rewarded; you have received an offer. Congratulations! Now comes the hard part. Wait a minute! Did I just say “now comes the hard part”? What am I talking about? The hard part is finding your new job, isn’t it?If you are employed while searching for a job, you must inform your present employer that you have received an offer of employment elsewhere. When you give notice, two things can happen. Either your present employer will accept, with reg
  I won't say I have a vast array of knowledge as a consultant...collectively I've only been doing it about 8 years. However, there are some things that I have observed that I think will be helpful to those of you who are new to the profession. We will first dispel the myths and address the realities associated with being a Consultant, then we will address the commandments of being a good and valued consultant.

  CONSULTING: MYTH AND REALITY

  Myth

  
  Consultants are outsiders.

  Reality

  
  Consultants are only outsiders if they make themselves so. You don't have to be an outsider, go out to lunch with your co-workers...talk to them, and befriend them. Just know where to draw the line.

  Myth

  
  Consultants don't have to answer to anyone and can do whatever they want.

  Reality

  
  Consultants have, not only the client to answer to, but also the company they represent.

  Myth

  
  Consultants can come and go as they please.

  Reality

  
  Consultant can come and go as they please, until the client gets sick of it and boots them out the door.

  
  Consultants are expected to work their hours, like everyone else, granted you have more freedom...just don't abuse it.

  Myth

  
  Consultants make lots of money for doing nothing.

  Reality

  
  More is expected of consultants. Consultants are usually asked to come in and get a job done, fast and efficiently, using the clients standards even though they may not be made readily apparent to the consultant.

  
  Consultants have a shorter learning curve. Ask questions, because the client will take time to train an employee but that same regard will not be extended to a consultant.

  Myth

  
  Consultants only do what they are assigned to do and no more.

  Reality

  
  As a consultant, you are given assignments to complete by the client.

  
  Consultants do what they are assigned to do. If you find yourself short on assignments from you client ask for more, it will make you more valuable in the clients eyes.

  Myth

  
  Consultants should know everything there is to know about their specialty.

  Reality

  
  Who are we Stephen Hawking?

  
  Consultants know what they know, just as anyone does. Anyone who thinks that they don't need the aid of a manual or a technical document of some type is only cheating himself or herself and setting themselves up for failure.

  
  In short...READ A BOOK...IT WON'T KILL YOU.

  THE CONSULTANT COMMANDMENTS

  1. JUST DO IT (Nobody likes a "why"ny consultant)

  2. The client's way is the client's way...don't show a negative attitude about why things are done a certain way (see commandment 1 and 5)

  3. The client's time is valuable to them, don't waste it.

  4. Show up! Don't leave your client hanging by not letting him/her know if you are going to be coming to work until the last minute...it is not courteous and will lessen you value to them in the future.

  5. Don't detest...suggest. If you think that the clients system is not where it could be...don't complain about it, recommend another way and discuss it with them...never know...you may build the contract that way.

  6. Don't make promises you can't keep. A wise person once said "It is far better to be silent and be thought a fool than to open your mouth and remove all doubt" ---truer words were never spoken. It is far better to put off making a decision until you have had a chance to investigate it than to make a suggestion that is not feasible or even possible. It will make you look foolish.

  7. Document everything. As a service to your client and as a service to yourself. What was asked for (in detail)? Who asked for it? For what purpose?

  8. Ask questions. If you are not sure about something, ask questions until you are sure of what is being asked of you. Clients can be unscrupulous whether intentionally or not consultants are easy scapegoats. Cover yourself. (See commandment 7)

  9. Keep the office informed as to what is going on at your client site. The office can't help you out of a bad spot if they don't know about it. Make the company aware as soon as possible.

  10. Always try to do your best work for the client. It is better to leave a client in a better position than when you came in than a worse position after you leave.

  Managerial Styles

  Each manager will have their own way of dealing with consultants. Here are a few traits that I have run into.

  Managerial Type

  Type: Middle of the Road/Road Kill

  • Always have to balance a positive with a negative

  • Usually new to management

  • Don't know what to expect from consultants (usually assuming too much)

  • Don't give clear instructions because of a lack of experience in doing so

  Best handled by...

  • Don't argue, just document everything they give you and be able to show t
    Electronic Document Management - The Basics - Part 2
    Introduction to Document ManagementIf you've never used a document management system, then it is entirely possible that you aren't aware of how valuable these products can be. Companies and individuals who manage a diverse array of documents have found that document management systems serve to simplify their lives and make both storing documents and later obtaining those documents much easier.Many companies are forced to go the way of electronic documents because of The Sarbanes Oxley Act of 2002, industry compliance (HIPPA), or because it is required by their customers or vendors. The simplest form of electronic document management is storing files in an organized directory and categorizing files by the folder in which they are located. If your company manages more than a few documents, this method can quickly become very inflexible. Incorrect filing can cause a document to disappear into a virtual black hole, never to be seen again.The entire process of document management can be broken down into four categories: file captu
    br>Consultant can come and go as they please, until the client gets sick of it and boots them out the door.

    
    Consultants are expected to work their hours, like everyone else, granted you have more freedom...just don't abuse it.

    Myth

    
    Consultants make lots of money for doing nothing.

    Reality

    
    More is expected of consultants. Consultants are usually asked to come in and get a job done, fast and efficiently, using the clients standards even though they may not be made readily apparent to the consultant.

    
    Consultants have a shorter learning curve. Ask questions, because the client will take time to train an employee but that same regard will not be extended to a consultant.

    Myth

    
    Consultants only do what they are assigned to do and no more.

    Reality

    
    As a consultant, you are given assignments to complete by the client.

    
    Consultants do what they are assigned to do. If you find yourself short on assignments from you client ask for more, it will make you more valuable in the clients eyes.

    Myth

    
    Consultants should know everything there is to know about their specialty.

    Reality

    
    Who are we Stephen Hawking?

    
    Consultants know what they know, just as anyone does. Anyone who thinks that they don't need the aid of a manual or a technical document of some type is only cheating himself or herself and setting themselves up for failure.

    
    In short...READ A BOOK...IT WON'T KILL YOU.

    THE CONSULTANT COMMANDMENTS

    1. JUST DO IT (Nobody likes a "why"ny consultant)

    2. The client's way is the client's way...don't show a negative attitude about why things are done a certain way (see commandment 1 and 5)

    3. The client's time is valuable to them, don't waste it.

    4. Show up! Don't leave your client hanging by not letting him/her know if you are going to be coming to work until the last minute...it is not courteous and will lessen you value to them in the future.

    5. Don't detest...suggest. If you think that the clients system is not where it could be...don't complain about it, recommend another way and discuss it with them...never know...you may build the contract that way.

    6. Don't make promises you can't keep. A wise person once said "It is far better to be silent and be thought a fool than to open your mouth and remove all doubt" ---truer words were never spoken. It is far better to put off making a decision until you have had a chance to investigate it than to make a suggestion that is not feasible or even possible. It will make you look foolish.

    7. Document everything. As a service to your client and as a service to yourself. What was asked for (in detail)? Who asked for it? For what purpose?

    8. Ask questions. If you are not sure about something, ask questions until you are sure of what is being asked of you. Clients can be unscrupulous whether intentionally or not consultants are easy scapegoats. Cover yourself. (See commandment 7)

    9. Keep the office informed as to what is going on at your client site. The office can't help you out of a bad spot if they don't know about it. Make the company aware as soon as possible.

    10. Always try to do your best work for the client. It is better to leave a client in a better position than when you came in than a worse position after you leave.

    Managerial Styles

    Each manager will have their own way of dealing with consultants. Here are a few traits that I have run into.

    Managerial Type

    Type: Middle of the Road/Road Kill

    • Always have to balance a positive with a negative

    • Usually new to management

    • Don't know what to expect from consultants (usually assuming too much)

    • Don't give clear instructions because of a lack of experience in doing so

    Best handled by...

    • Don't argue, just document everything they give you and be able to show
      Learn How to Throw a Boomerang
      Actually, “the boomerang effect” is a relatively new trend of inviting back talented former employees into the fold.Surveys indicate 12% of employers cautiously admit they would re-hire ex-employees (alumni). An additional 21% say they welcome back alumni without hesitation because of the time and dollar savings. In fact, the Gartner Group estimated that in 2003, 60% of midsize to large companies will have routinely hired back former employees.Here are three simple strategies you can consider to reclaim lost talent swiftly:Keep your alumni on your press release distribution list. Keep them in the loop!Send current and former employees alike a list of your job openings, departmental news and announcements, and other events related to changing human capital needs.Invite alumni to company picnics, holiday parties, and other casual, festive events. Don't ostracize them but make every effort to maintain harmonious, open-door relationships.Remember, your former people are going to talk either way.Why not
      nt ask for more, it will make you more valuable in the clients eyes.

      Myth

      
      Consultants should know everything there is to know about their specialty.

      Reality

      
      Who are we Stephen Hawking?

      
      Consultants know what they know, just as anyone does. Anyone who thinks that they don't need the aid of a manual or a technical document of some type is only cheating himself or herself and setting themselves up for failure.

      
      In short...READ A BOOK...IT WON'T KILL YOU.

      THE CONSULTANT COMMANDMENTS

      1. JUST DO IT (Nobody likes a "why"ny consultant)

      2. The client's way is the client's way...don't show a negative attitude about why things are done a certain way (see commandment 1 and 5)

      3. The client's time is valuable to them, don't waste it.

      4. Show up! Don't leave your client hanging by not letting him/her know if you are going to be coming to work until the last minute...it is not courteous and will lessen you value to them in the future.

      5. Don't detest...suggest. If you think that the clients system is not where it could be...don't complain about it, recommend another way and discuss it with them...never know...you may build the contract that way.

      6. Don't make promises you can't keep. A wise person once said "It is far better to be silent and be thought a fool than to open your mouth and remove all doubt" ---truer words were never spoken. It is far better to put off making a decision until you have had a chance to investigate it than to make a suggestion that is not feasible or even possible. It will make you look foolish.

      7. Document everything. As a service to your client and as a service to yourself. What was asked for (in detail)? Who asked for it? For what purpose?

      8. Ask questions. If you are not sure about something, ask questions until you are sure of what is being asked of you. Clients can be unscrupulous whether intentionally or not consultants are easy scapegoats. Cover yourself. (See commandment 7)

      9. Keep the office informed as to what is going on at your client site. The office can't help you out of a bad spot if they don't know about it. Make the company aware as soon as possible.

      10. Always try to do your best work for the client. It is better to leave a client in a better position than when you came in than a worse position after you leave.

      Managerial Styles

      Each manager will have their own way of dealing with consultants. Here are a few traits that I have run into.

      Managerial Type

      Type: Middle of the Road/Road Kill

      • Always have to balance a positive with a negative

      • Usually new to management

      • Don't know what to expect from consultants (usually assuming too much)

      • Don't give clear instructions because of a lack of experience in doing so

      Best handled by...

      • Don't argue, just document everything they give you and be able to show
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        n the future.

      • Don't detest...suggest. If you think that the clients system is not where it could be...don't complain about it, recommend another way and discuss it with them...never know...you may build the contract that way.

      • Don't make promises you can't keep. A wise person once said "It is far better to be silent and be thought a fool than to open your mouth and remove all doubt" ---truer words were never spoken. It is far better to put off making a decision until you have had a chance to investigate it than to make a suggestion that is not feasible or even possible. It will make you look foolish.

      • Document everything. As a service to your client and as a service to yourself. What was asked for (in detail)? Who asked for it? For what purpose?

      • Ask questions. If you are not sure about something, ask questions until you are sure of what is being asked of you. Clients can be unscrupulous whether intentionally or not consultants are easy scapegoats. Cover yourself. (See commandment 7)

      • Keep the office informed as to what is going on at your client site. The office can't help you out of a bad spot if they don't know about it. Make the company aware as soon as possible.

      • Always try to do your best work for the client. It is better to leave a client in a better position than when you came in than a worse position after you leave.

        Managerial Styles

        Each manager will have their own way of dealing with consultants. Here are a few traits that I have run into.

        Managerial Type

        Type: Middle of the Road/Road Kill

        • Always have to balance a positive with a negative

        • Usually new to management

        • Don't know what to expect from consultants (usually assuming too much)

        • Don't give clear instructions because of a lack of experience in doing so

        Best handled by...

        • Don't argue, just document everything they give you and be able to show
          Medical Device Contract Manufacturing
          Medical device manufacturing requires expertise in various assembly techniques and methods of manufacturing medical devices. Complex and unique medical devices are prepared using a number of processes.Companies acting as medical device contract manufacturers also offer products for plastic bonding. With the help of UV adhesive bonding, even low surface energy components are bonded.Medical device manufacturers are capable of designing, assembling, fabricating and operating test apparatus. The test apparatus and equipment ranges from tools and fixtures to semi-automated work cells.Electro-mechanical assemblies, many medical device manufacturers offer testing including cabling, surface mount printed circuit board. Assistance in part and product design is also available.Some medical contract manufacturers also have arrangements to fabricate machine prototypes, while some others can arrange stereo lithography from 2D and 3D files. These models are then used in short run reaction injection molded components.Medical de
          urself. (See commandment 7)

        • Keep the office informed as to what is going on at your client site. The office can't help you out of a bad spot if they don't know about it. Make the company aware as soon as possible.

        • Always try to do your best work for the client. It is better to leave a client in a better position than when you came in than a worse position after you leave.

          Managerial Styles

          Each manager will have their own way of dealing with consultants. Here are a few traits that I have run into.

          Managerial Type

          Type: Middle of the Road/Road Kill

          • Always have to balance a positive with a negative

          • Usually new to management

          • Don't know what to expect from consultants (usually assuming too much)

          • Don't give clear instructions because of a lack of experience in doing so

          Best handled by...

          • Don't argue, just document everything they give you and be able to show that what they gave you is what you gave them (documentation).

          • Don't take their criticism too harshly.

          Notes...

          Called Road Kill because that is usually what they end up being. They lose employees because they focus as much on the negative as the positive, often giving the negative more weight in the mind of the employee. This ends up costing them employees who feel under appreciated and in turn makes them look like a manager no one wants to work for.

          Type: Sacrificial Lamb

          • Friendly with a consultant on a one-on-one basis

          • Not so friendly or different attitude when among colleagues

          • Blame everything they can on the consultant and will not take responsibility for anything

          • WILL take credit for work you do

          Best Handled...

          • DOCUMENT!

          • DOCUMENT!

          • DOCUMENT!

          • Document Your work

          • Document Any issues that are brought up regarding your work

          These types of managers can be hard to handle. Warn the office (if you work through a consulting company) if you suspect you have a manager like this and document ALL issues, no matter how small. Don't confront the manager one-on-one, but be prepared to defend yourself with your documentation.

          Notes...

          They treat you like the lamb. You are expendable.

          Type: Barney

          
          They love you

          
          You love them

          
          Learn as much as you can.

          
          Have as much impact as you can.

          
          Be Careful...they may want to steal you away.

          Best Handled...

          • Dont get too comfortable even if they do love you. You are a consultant and temporary by nature. Do your best at ALL times.

          Notes...

          Enjoy the assignment...these can be rare.

          GREAT EXPECTATIONS

          The company won't expect anything but your best effort. The client won't expect anything but your best effort. So put forth your best effort regardless of the situation. There is nothing wrong with running into snags now and then...it happens. Investigate, find a solution and move forward, you will be better for having made the effort. Call the company (if you are working through a consulting company) and see if there is another consultant they can refer you to who might have the answer.

          I cannot stress enough how important documentation is to our profession. Being consultants we are hired to come in and solve a problem, not create new problems. Prepare easy to understand documentation and update it when necessary. It is not only professional, but will also make your job easier as well as the job of the person coming in after you. I have worked for several clients who were lost when their employees left because they did not leave appropriate doucmentation. I once had a client who had a former employee offer to come back and write up documentation of their job for $10,000!

          I volunteered to do the work free of charge. I felt the former employee was totally unprofessional. This person basically wanted money to do a job they should have done in the first place. I was not only able to save the company the $10,000, I did such a good job with the documentation that the full time employee that came in after me didn't require any face-to-face training with me and complemented me on the work. That felt good.