Nonprofit Leadership Buy In
How can consultants help leaders get buy-in in difficult environment?
Consultants can illustrate how the buy-in is beneficial to the organization and how the entire process leads to ultimate success. Buy-ins can be met with relentless resistance that requires precision and expertise to gain support. For buy-in to be successful, not all stakeholders and staff members have to agree with it, but support is mandatory (Brenowitz & Manning, 2002). Therefore, consulting in a difficult environment requires some degree of trust and coordination to point out the effectiveness of the buy-in. For instance, when a ballet company moves to the cloud, the leader needs to explain cloud management and its benefits to gain maximum support (Prashanth, 2019). The consultant could point the leader towards actions that the shareholders are more willing to enact to achieve the buy-in and introduce cloud management to the ballet company. Furthermore, the consultant could identify people to engage and the right approach to gain their attention. This strategy would involve creating a team to oversee the transition to cloud management. Also, an evaluation of the company's general efficiency would help remove barriers that cause resistance to implementing the buy-in. It is essential to use the company’s motivation to increase accessibility to ballet to fuel the buy-in. Therefore, the consultant should help the leader develop more practical methods of gaining support by considering the clients' needs.
Why is the contrarian position often the best position for a consultant to take (and often the most lucrative)?
The contrarian position is the best approach because it encourages creativity and discovering better methods of achieving success. In ballet, developing strategies that include clients from different backgrounds and different physiques boosts the company’s position. Weiss (2018) states that the contrarian position offers unique services, thus increasing returns. The contrarian strategy can discover new opportunities for the client and establish effective methodologies for the organization. Although the contrarian approach goes against the organizational culture and conventional practices, it creates new demand for the client (Weiss, 2011). Contrarians profit in the long term when the benefits add up from new positions in the market. The ballet company could connect more clients and throw bigger events that attract massive funding. Contrarian approaches excel in the market because they push the organization to explore its abilities and define them to their clients. The contrarian explores new markets and provides unique services. It connects the consultant to their perfect clients who require and appreciate their services. Therefore, the contrarian position is more lucrative because it offers a unique vision.
Brenowitz, R. S., & Manning, M. (2002). How consultants help leaders get buy-in. IMC Times Fall. Brenowitz Consulting / Published Articles
Prashanth. (2019, May 4). What is managed cloud? Rackspace. https://www.rackspace.com/blog/what-is-managed-cloud
Weiss, A. (2011). The consulting bible: Everything you need to know to create and expand a seven-figure consulting practice. Wiley.
Weiss, A. (2018). Episode 14: Contrarianism. [Audio podcast episode]. SoundCloud. https://soundcloud.com/alanweiss/episode-14-contrarianism