Contents

How to Use this Guide Section A

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4 5

How to Use this Guide

The National Occupational Standards for Consultancy have been developed by researching international best practice in consultancyl , developing the findings into a set of performance standards and checking the accuracy and applicability of these standards with practising consultants and their clients operating in all sectors throughout the UK. This Guide to Good Practice for Consultants synthesises this work still further to present clear and straightforward checklists to help consultants and would-be consultants: clearly understand the consultant's role and what is expected of them plan and monitor their work to consistently meet the required standards 6 recognise their strengths and identify where they need to invest in their professional development. It is divided into four sections.

Develop and sustain relationships

Al Establish and develop relationships with prospective clients
A2 Develop and sustain relationships with clients A3 Develop and sustain relationships with colleagues

and stakeholders

Section 13

Work with the die to identify their needs airvi ree solutions
B1 Work with the client to understand their circumstances,

Section A describes good practice for consultants in managing relationships with: 7

prospective clients, i.e. the process of identifying potential clients, contacting them, understanding their needs, presenting proposals and negotiating and agreeing contracts with them actual clients, developing their trust and confidence through clear, transparent and regular communication and meeting agreed expectations other colleagues and stakeholders, in the consultant's own organisation, in the client's organisation or external stakeholders. 10 11

problems and opportunities

B2 Work with the client to generate and evaluate solutions B3 Work with the client to prepare and promote the business

8 9

case for solutions

B4 Work with the client to plan the implementation of solutions

Section B describes the first part of the consultancy process, working with the client to get a
detailed understanding of their needs and agree solutions with them. It involves working with the client to: , understand their circumstances, problems and opportunities generate and evaluate solutions prepare the business case for solutions and promote the business case to decisionmakers and other stakeholders plan the implementation of solutions.

Section C

Support the client in achieving sustainable solutions

Cl Support the client in implementing and monitoring solutions C2 Develop the client's capacity and competence to implement

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13

and sustain solutions

C3 Support the client in measuring and evaluating performance

14 15

Section C describes the second part of the consultancy process, supporting the client in
implementing, monitoring and evaluating sustainable solutions. It covers: supporting the client in implementing and monitoring solutions helping the client to develop or retain the capacity and competence within the client's organisation to be able to sustain the solutions in the medium to long term supporting the client in measuring performance. whether this is baseline performance, benchmarking against other similar enterprises or measuring improvements in performance in order to evaluate the effectiveness of solutions.

Section L.)

Maintain professional standinp

DI Work to professional, ethical and quality standards 02 Continuously develop your practice
D3 Develop your professional networks

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17 18 19

Annex 1

Glossary

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Annex 4,

'Consultancy and other key terms used in this Guide are defined in the glossary in

Section A
Develop and sustain relationships
Section D looks beyond individual assignments to consider what consultants need to do to
maintain their professional standing. It includes: working to professional, ethical and quality standards continually developing knowledge, skills and professional competence, both as a consultant and in areas of specialist and sector expertise developing networks of support and business contacts. This guidance is applicable to consultants whatever their professional disciplines or the sector in which they work. It is equally applicable to internal consultant (providing specialist consultancy to colleagues in the same organisation) and to external Consultants. The checklists focus on the consultancy process and the consultancy relationship with clients and other stakeholders. In addition to this, every consultant will need to bring his or her own professional expertise (e.g. strategic management, marketing, engineering, finance, information and communications technology or human resources), sector experience (e.g. In retail, construction, transport or business services) and knowledge of how different types of organisation (e.g. small family business, multinational corporation or public sector body) operate. Not all the checklists will be applicable to all consultants, or in all contexts. For example, not all consultants are required to prospect for new business, and therefore Al Establish and

This section contains three checklists of good practice for consultants when they are developing and managing relationships with: prospective clients actual clients colleagues and other stakeholders. Al Establish and develop relationships with prospective clients describes the sales process leading to securing contracts to deliver consultancy services. It covers identifying prospective clients, understanding their needs and how your services can meet their needs, preparing and presenting proposals and negotiating the details of the contract to supply services.
A2 Develop and sustain relationships with clients covers the relationship between the

develop relationships with prospective clients will not be relevant to them (however, even
internal consultants have to promote their services to their colleagues). However, the other checklists in Section A (dealing with relationships with clients, colleagues and other stakeholders) and all those in Section D are fundamental to the consultancy appr oach and should apply universally. Not every assignment will involve every step in the process described in Sections B and C, but most consultants will find all these checklists relevant at some point in their career. This Guide can offer a useful aide -memoire when the moment arises. Finally, an important note about the role of the consultant vis-a-vis the client and the client's organisation. The consultant is not an interim manager, drafted in with full decision-making authority to identify a problem and implement a solution. The consultant is a facilitator, supporting clients to understand their organisation's situation, take informed decisions and implement sustainable solutions to identified problems and opportunities. Sometimes the consultant will be asked to carry out a discrete piece of research, make technical calculations or develop a new process. However, the goal should always be to develop the client's capacity and competence to be able to tackle future problems autonomously, without continual reliance on consultancy support. Consultancy is a profession that is evolving fast. This guidance is based on current international best practice, known trends and anticipated development. However, it will be kept constantly under review. Today's best practice will look very jaded in ten years' time. Hence the need for all consultants to follow the guidance in checklist D2 Continuously develops your practice. 2

consultant and the client the key contact within the client organisation. It involves the interpersonal skills of getting to know each other and building rapport, trust and confidence as well as process skills of ensuring regular communication, reporting and recording. This checklist covers the whole period from agreement of the contract to supply consultancy services through to completion of the assignment. Evaluation, together with the client, of the work carried out and exploration of follow-on or repeat consultancy opportunities are also covered by this checklist. AS Develop and sustain relationships with colleagues and stakeholders is about developing and sustaining productive working relationships with colleagues and stakeholders, who may be in the consultant's own organisation, in the client's organisation or external stakeholders. The checklist involves being aware of the roles, responsibilities, interests and concerns of colleagues and stakeholders and working with and supporting them in various ways. The need to monitor and review the effectiveness of working relationships with colleagues and stakeholders is also a key requirement of this checklist. Maybe not all consultants prospect for new business, in which case checklist Al

Establish and develop relationships with prospective clients will not be relevant to them.
However, relationships with clients and with other colleagues and stakeholders are fundamental to successful consultancy practice. Checklists A2 Develop and sustain relationships with clients and AS Develop and sustain relationships with colleagues and stakeholders provide essential guidance for all consultants in these critical areas of performance.

Alp r o s p e c t i v e
1. 2. 3.

Establish and develop relationships with clients

A2
1.

Develop and sustain relationships -1th clients

Respond positively and in a timely way to enquiries about your services. Identify organisations that could benefit from your services. Undertake background research to identify and evaluate: the nature of the organisation, its activities and poson in its environment key decision-makers and influencers within the organisation 2. 3. Work with the client to develop a good understanding of the scope of the support, advice and expertise you are able to provide within the terms of your contract with them. Establish with the client their overall expectations of the nature of the relationship and your respective roles. Develop a good understanding of the client's personality, competence, organisational role and level of authority and evaluate the impact of these on your relationship and the assignment. 4. Recognise when there are conflicts of interest or of personality between yourself and the client and propose appropriate solutions for addressing these effectively. Agree the purpose, format and timing of interactions with the client. Agree which members of the client's organisation you are to interact with, the purpose, format and timing of these interactions and the nature of involvement of the client. Develop the client's trust and confidence in you through the delivery of quality services in line with your contract with them, keeping them informed of progress and providing advance warning of any problems or threats. 8. 9. Review the progress of work with the client at agreed times, discussing any problems, threats or concerns and agreeing how to address these. Maintain the confidentiality of the client organisation's data and respect their intellectual property. Evaluate openly and frankly with the client your respective perceptions of the work carried out, the objectives achieved and the quality of your relationship. agree any future actions.
12. Maintain accurate and agreed records of interactions with the client.

the organisation's needs that could be addressed by your services,. the benefits to both parties of providing services to the organisation the vaiues of the organisation and how well these fit with your values and approach any risks involved in working with the organisation and how these can be mitigated. 4. Create opportunities to establish relationships with key decision-makers and influencers. 5. Use opportunities to gain a better understanding of the organisation's

5. 6.

7. needs and show key decision-makers and influencers how your services can address these needs. 6. Build the confidence of key decision-makers and influencers by showing how your services have addressed relevant needs in other organisations. 7. Create opportunities to develop and present proposals to deliver services to the organisation, highlighting the benefits of your approach and its advantages over alternative approaches. 8. Anticipate and respond effectively to questions and objections raised by key decision-makers and influencers. 9. Clarify the detail of the objectives to be achieved and negotiate the services to be delivered and the terms of business. 10. Agree a contract for the delivery of services that meets the requirements of both parties and complies with relevant legislation. 10.

11 Explore with the client further opportunities to meet identified needs and

A3
1. 2. 3. 4. 5.

Develop and sustain relationships with colleagues and stakeholders

Section B
Work with the client to identify their needs & agree solutions
The key phrase in this section is 'work with the client'. The consultant plays a facilitator's role in this section, helping the client to: understand their situation and the nature of the issue they need to address identify and evaluate the different options for addressing the issue

Identify stakeholders and their potential impact on the activities and performance of your organisation or your client's organisation. Establish working relationships with relevant colleagues and stakeholders. Recognise and respect the roles, responsibilities, interests and concerns of colleagues and stakeholders. Provide colleagues and stakeholders with appropriate infornvtion to enable them to perform effectively. Consult colleagues and stakeholders in relation to key decisions and'-. activities and take account of their views, including their priorities, expectations and attitudes to potential risks.

develop the business case for the preferred option and promote this to decision-makers and other stakeholders, and plan how to implement, monitor and evaluate the preferred solution whist developing the client's capacity and competence and encouraging the client to work autonomously. There are four checklists in this section that form the first 'understanding and planning' part of the consultancy process. Whilst they have a natural chronological sequence, in reality there are many iterative loops; for instance, evaluating options may lead to a deeper understanding of the issue and if decision-makers do not accept the business case for the preferred solution, it will be necessary to revisit alternative options. B1 Work with the client to understand their circumstances, problems and opportunities is about helping the client and stakeholders within the client's organisation to understand their situation and to define more clearly the problem or opportunity they are trying to address with consultancy support. This involves helping the client to describe the presenting problem or opportunity, gathering, assessing and analysing information from relevant sources and, as a result, developing a clearer picture of the organisation's circumstances and the precise nature of the problem or opportunity to be addressed. B2 Work with the client to generate and evaluate solutions is about helping the client to select an appropriate solution to address their problem or opportunity. A critical question is who should be involved in deciding on the solution, and at what stage, in order both to benefit from their ideas and experience and gain their support by sharing responsibility for decision-making with them. B3 Work with the client to prepare and promote the business case for solutions is about helping the client to prepare a convincing business case for the selected solution and getting buy-in for this from decision-makers and other stakeholders. B4 Work with the client to plan the implementation of solutions is about helping the client to develop a detailed plan to implement the required solutions. It mirrors the project planning process but recognises that the consultant is not in the role of project manager, but rather is providing expertise and facilitation skills to help the client plan the project for implementing solutions.

6. 7. 8.

Fulfil agreements made with colleagues and stakeholders and keep them informed. Advise colleagues and stakeholders promptly of any significant difficulties or where it will be impossible to fulfil agreements. Identify and sort out conflicts of interest and disagreements with colleagues and stakeholders in ways that minimise damage to work and activities and to the individuals and organisations involved.

9.

Monitor and review the effectiveness of working relationships with colleagues and stakeholders, seeking and providing feedback, in order to identify areas for improvement. Monitor wider developments in order to identify issues of potential interest or concern to stakeholders in the future and to identify new stakeholders.

10.

6
A

B2
Not every assignment will require the consultant to be involved in each of these four phases of the process. However, consultants should ensure they are working to these good practice checklists whenever they are required to support clients in this way. The first 'understanding and planning' part of the consultancy process naturally leads on to the second 'implementation, monitoring and evaluation part, covered in Section C. 1. 2. 3.

Work with the client to generate and evaluate solutions

Work with the client to: Agree who is to be involved and when, taking account of their ability to generate options and influence the implementation of solutions. Identify and agree eligibility criteria that options must meet in order to be considered for detailed evaluation. Identify and agree appropriate criteria for detailed evaluation of options. Generate a broad range of possible options for addressing their problem or opportunity. Evaluate the costs and benefits, advantages and disadvantages of the eligible options or combination of options against the agreed criteria. 6. 7. 8. Identify and evaluate the risks involved in the possible options and consider how these risks might be mitigated. Select the option or combination of options which best meets the agreed criteria. Review and redefine the criteria, if no identified option satisfactorily meets the agreed criteria.

B1
1. 2. 3.

Work with the client to understand their c i rc um st a n ce s, n rob l em s a n d o np ort un i t i e sf '

A--

4. 5.

Work with the client and relevant stakeholders to articulate the nature of the problem or opportunity they are trying to address with your support. Gather, or help the client to gather, information that may impact on the problem from a variety of relevant external as well as internal sources. Assess, or help the client to assess, the information gathered to ensure it is valid, current, relevant and sufficient to provide a reliable and balanced view of the client's circumstances.

4.

Use appropriate tools and techniques to analyse, or help the client to analyse, the information gathered.

5.

Agree with the client and relevant stakeholders within the client's organisation a common understanding of their circumstances in the broader environment. Work with the client to confirm or redefine the nature of the problem or opportunity they are trying to address in light of the analysis of the information gathered. Work with the client to review their circumstances, problems and opportunities at appropriate times.

6.

7.

B3
client to: 1. 2.

Work with the client to prepare and promote the b u s i n e s s c a s e f o r s o l u t i o n s Work with the

B4
1. 2. 3. 4. 5. 6. 7.

Work with the client to plan the implementation o f s o l u t i o n s

Work with the client to:

Agree who is to be involved, taking account of their ability to contribute to the preparation of the business case and promote it to decision-makers and other stakeholders. Develop the business case in an appropriate format, including: a clear statement of the objective(s) the solution is required to achieve and how the objective(s) contributes to strategic goals a clear rationale for the selection of the solution in preference to Shy ' alternative options a clear statement of the expected benefits, and any disbenefits, of the selected solution, quantified wherever possible an outline of the estimated costs involved an analysis of the risks involved and how these can be managed a statement of any assumptions made, together with the justification for and level of confidence in these assumptions an outline implementation plan, indicating timescales and resources required.

Agree who is to be involved, taking account of their role in the implementation and their planning skills. Define and agree clear aims, SMART objectives and expected benefits, together with measures and criteria to evaluate whether these have been achieved. Explore the range of possible implementation methods and select the most appropriate method or combination of methods. Identify and evaluate obstacles to implementation and plan how to overcome these obstacles. Identify and evaluate the risks involved and plan how these risks are to be managed. Develop a detailed implementation plan, broken down into manageable work packages with identified resources, responsibilities and timescales.'' Specify within the plan how contingencies, opportunities and challenges are to be handled.

3. 4. 5. 6.

Communicate the business case to decision-makers using appropriate means, responding effectively to any questions they may have. Negotiate aspects of the business case with decision-makers, where required, whilst ensuring that the solution is still feasible. Consider alternative options, if the business case for the preferred solution is not accepted by decision-makers. Win broader support for the selected solution, explaining its implications for different stakeholders and responding effectively to any questions, objections or concerns that may arise.

8. 9. 10. 11.

Confirm the feasibility of the implementation plan by exposing it to those involved and other sources of expertise, if required. Develop a suitable process for monitoring progress against the plan. Develop a strategy for communicating the planned improvements and progress towards them, including opportunities for people to give feedback. Win the support of those involved in or affected by the implementation plan, by explaining the plan at an appropriate level of detail and responding effectively to any questions or concerns.

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Section C
Support the client in achieving sustainable solutions
This section covers the second 'implementation, monitoring and evaluation part of the consultancy process and follows on directly from the checklists in Section B (although, again, it should be recognised that there are often iterative loops and it may be necessary to replan if monitoring shows that the implementation is not fully effective). The three checklists in this section describe good practice in: supporting the client to implement and monitor solutions developing the client's capacity and competence to address issues in the medium to long term helping the client to measure and evaluate performance.
Cl Support the client in implementing and monitoring solutions is about providing

Throughout Section B and C, consultants need to work in line with the guidance provided in checklists A2 Develop and sustain relationships with clients and A3 Develop and sustain relationships with colleagues and stakeholders. They also need to Work to professional, ethical and quality standards, as described in checklist Dl.

C 1 Support the client in implementing and monitoring solutions

1. 2. 3. Agree with the client your role and responsibilities, and those of any other members of the consultancy team, in the implementation. Fulfil your role and responsibilities within the implementation in line with your agreement. Provide facilitation, advice and expertise to the extent required for successful implementation in ways which maximise opportunities for the

support to the client to implement and monitor planned solutions. It implies a strong project management process but recognises that the consultant is not the project manager; rather, the consultant is providing advice, expertise and facilitation skills to help the client manage the implementation of improvements.
C2 Develop the client's capacity and competence to implement and sustain solutions is

about ensuring the client has the capacity and competence to implement solutions and be able to sustain these without continual reliance on support from consultants or external sources of help. it involves helping clients to identify, obtain and manage the range of resources required to implement and sustain improvements. A major part of this is likely to be helping to bring about culture change and enabling the client and members of the client's organisation to develop their knowledge, skills and competence so that they feel confident to implement the changes and are able to sustain them autonomously. You may need to adopt a coaching style in order to achieve this, encouraging clients to take responsibility for results and providing feedback to reinforce effective and discourage ineffective behaviour.
C3 Support the client in measuring and evaluating performance is about supporting the

client's organisation to develop its own skills and expertise.

4. Support the client in monitoring known risks to the implementation and in

taking appropriate action to manage these risks. 5. Support the client in monitoring progress of the implementation, making appropriate recommendations to address emerging challenges or opportunities. Support the client in communicating progress to those involved or affected by the implementation and to respond effectively to any feedback received. Help the client access any required specialist expertise which is beyond your own competence or that of the consultancy team.

6. 7.

client to measure performance in specific areas and to develop and use appropriate
systems to monitor and evaluate performance. Measurement and evaluation of performance are important aspects of all consultancy assignments. They are necessary

for accurate analysis and diagnosis of problems and opportunities and underpin the implementation of solutions by providing data for monitoring progress and evaluating whether the anticipated results have been achieved.
These checklists should not be regarded as forming a chronological sequence. Effective consultants transfer knowledge and skills and build their clients' capacity and competence at the same time as providing support to implement the solutions.

Measuring performance may be an essential first step in an assignment, the key to effective monitoring of progress and the means of evaluating the extent to which the solution has met its objectives.
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C2
1. 2.

Develop the client's capacity and competence to implement and sustain solutions

Support the client in measuring evaluating performance

1. 2.

and

Work with the client to identify, obtain and manage the resources required to implement and sustain solutions. Work with the client to identity any new knowledge, skills and competences required and plan how to develop these in line with people's work commitments and learning styles. Support the client and members of the client's organisation in developing and adapting to any culture changes required to sustain the solutions'. Work with the client and members of the client's organisation to transfer relevant aspects of your expertise. Provide feedback to the client and members of the client's organisation designed to develop their confidence in their new competences and sustain solutions. Encourage the client and members of the client's organisation to take personal and collective responsibility for achieving and sustaining solutions. Provide advice and support to the client and members of the client's organisation in ways that encourage them to become autonomous and not dependent on you.

Identify the key measures of performance that are appropriate and relevant to the area of work under scrutiny. Develop appropriate systems for gathering, managing and analysing data for key measures of performance, making best use of existing systems and data sources, where these are available and appropriate. Gather and analyse data about past, current and expected future performance against these key measures of performance. Benchmark performance with other comparable organisations and/or departments, where relevant. Develop and agree with those involved realistic targets for key measures of performance and interim targets to be achieved at agreed points. Monitor actual performance against targets at agreed points. Analyse and understand actual performance data and evaluate whether targets have been achieved. Report actual performance against targets to those who need to know in appropriate formats, providing justifiable explanations for any variances. Agree with those involved how performance is to be sustained and/or further improved.

3. 4. 5.

3. 4. 5. 6. 7. 8. 9.

6.

7.

C3

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Section
Maintain professional standing
The checklists in this section underpin all the other checklists and reflect good practice required by all professionals, not just consultants. The three checklists cover: working to appropriate professional, ethical and quality standards continuously developing your own practice developing your professional networks. It is essential that consultants observe professional and ethical standards and work to agreed quality standards at all times. Dl Work to professional, ethical and quality standards focuses on being clear about these professional and ethical standard's and identifying and resolving any issues that may prevent these standard6bairo ,. rigorously met. It is also about establishing measurable quality standards for yoUir work and evaluating, with the client if appropriate, whether you are meeting these fully. Professional and ethical standards govern the way in which consultants interact with clients and others with whom they work. This standard, therefore, also covers these relationships, including observing professional boundaries and confidentiality and handling conflicts between yourself and others with whom you work. 02 Continuously develop your practice is about continuing professional development making sure you have the skills, knowledge and understanding to meet the current and future requirements of your professional role. There are two dimensions to this. 1. Reflective practice - considering your own work and evaluating what works well and what does not work so well and adapting your approach accordingly. Reflective practice is often most effective when undertaken together with someone else, such as your manager, professional supervisor, the client or some other advisor. 2. Professional updating - proactively keeping abreast of best practice in the provision of consultancy, your specialism(s) and the sector(s) in which you operate. Reflection on your own practice and research into developments in the wider environment may indicate the need to undertake training or development, apply newly-acquired knowledge or skills and evaluate the results in a continuing cycle of professional development. 03 Develop your professional networks is about developing your professional networks to support both your current and future work. Your professional networks may include people in your own organisation, people you meet from other organisations and people you are in contact with over the phone or the Internet. Developing professional networks is based on the principles of reciprocity and confidentiality. People only want to network if there are mutual benefits from exchanging information and other resources. There must also be clearly agreed boundaries of confidentiality - certain information and resources may not be exchanged because they are confidential. 03 Develop your professional networks concludes this set of standards, but it also starts a new cycle - developing business and professional networks is an effective way of identifying prospective clients, which is dealt with in checklist Al Establish
16and

interdependency of these checklists, which should not be simply read chronologically, but accessed at appropriate times to ensure you are consistently working in line with best practice.

D1
1. 2.

Work to professional, ethical quality standards

anc,

Identify and comply with the professional and ethical standards, codes of practice and legal requirements that apply to your role. Identify any actual or potential conflicts between the requirements of your work and relevant professional and ethical standards/codes of practice and resolve these, with the support of a manager, supervisor, advisor or client, if required. '`o

3.

Establish measurable quality standards for your work and evaluate - with the support of the client, if appropriate - the extent to which you are meeting/have met these.

4.

Resolve any disagreements with the client about the quality of your work in a professional manner, engaging the support of a third party, if required.

5. 6.

Establish your role and the roles of others with whom you work and maintain clear professional boundaries. Encourage those with whom you work to work in a professional and mutually supportive manner, including modelling the behaviour you are seeking to encourage. Treat information with the required level of confidentiality.
Communicate appropriately with those with whom you work, ensuring

7.
8. 9.

that they have the information they require in order to work effectively.
Identify any conflicts between yourself and those with whom you work

and resolve these in a professional manner, with the support of a manager, supervisor, advisor or client, if required. 10. Provide feedback to those with whom you work designed to help them comply with professional and ethical standards and develop their
performance to meet quality standards.

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develop relationships with prospective clients. It therefore emphasises the

D 2 Co nt i nuousl y

d e vel op your pract i ce

D3Develop your professional networks

1. Develop and maintain professional networks of contacts, which are appropriate to meet your current and future needs for information and resources. Ensure that key members of your professional networks have an accurate idea of your knowledge, understanding, skills, abilities and experience and are aware of the benefits of networking with you. Establish boundaries of confidentiality between yourself and members of your professional networks and, where appropriate, develop guidelines for exchanging information and resources. Make active use of the information and resources gained through your professional networks. Introduce people and organisations with common interests to each other.

1. 2.

Evaluate, at appropriate intervals, the current and future requirements of your professional role. Reflect on and evaluate your own practice - with the support of your manager, supervisor, advisor and/or client, if appropriate - to identify areas where your practice could improve.

2.

3.

Identify trends, developments and emerging best practice in the provision of consultancy your area(s) of specialist expertise the sector(s) in which you operate. Identify the learning styles which work best for you and take these into account when identifying, planning and undertaking development activities. Identify any gaps between the current and future requirements of your professional role and your current knowledge and skills. Create - with the support of your manager, supervisor or advisor, if appropriate - a development plan to address any gaps in your current knowledge and skills. 3.

4. 5. 6.

4. 5.

7.

Undertake the activities identified in your development plan.

B. Adapt the way you work to take account of your evaluation of your own practice, identified trends, developments and best practice and any newly-acquired knowledge and skills. 9. Get regular, objective and valid feedback on your performance from those who are in a position to provide it.

10. Evaluate the impact of your professional development and changes to the way you work on your performance and undertake further development or changes, where required.

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Annex 1
Glossary
Capacity Client Colleagues The resources necessary to meet objectives. The key contact person within the client organisation. People you are expected to work with, whether they are at a similar poson or in other positions in terms of level of responsibility and authority. They include people in your organisation and people you work with in otheftoganisations. Competence Consultant The ability to perform to the standards required. ,

A person commissioned to provide support and advice on a specific issue within a defined timescale. A consultant may be external or internal to the organisation. Consultants come from many different professional and technical specialisms and have backgrounds in diverse sectors of the economy. What they have in common is a 'consultancy approach' to their work with clients, as defined in the National Occupational Standards for Consultancy. People who are able to support you and/or whom you are able to support with aspects of your work. These may include professional or trade associations, web-based networks and many informal networks. Finance, premises, capital equipment, materials, information, people and intellectual property. Strategic Measurable Agreed Realistic Time-bound Individuals or organisations that have a material, legal or political interest in or who may be affected by the activities and performance of your organisation or the client organisation. They include key people within the client organisation and external stakeholders, such as the client organisation's strategic partners, clients and suppliers.

Professional networks

Resources

SMART objectives

Stakeholders

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