 C O N S U L T A N T L I F E
Consultant profile
Our industrial psychologist, Dr. Robert G. Rose,
has assembled a profile of CDG consultants. Bob has worked extensively
with CDG and Associates and has assessed every member of the organization
with testing and interviewing. The profile is based on assessment
results that have been confirmed by direct observation of the firm's
operation at organizational and individual levels. Bob says of CDG,
"They know that technical skills are only one of the essential traits
for consultant success, and their insistence on high standards in
all areas sets them apart from the mass of their competitors."
We hope you see yourself in our profile.
Analytical reasoning is the hallmark of CDGers and it permeates
every aspect of their work and interaction. To a much greater extent
than the average well-educated manager, CDGers take a logical approach
to problem solving. Intuition must be backed up by strong verbal
argument.
Specifically, they read documents or listen to verbal presentations
with the question in mind, What is being assumed but not stated?
If a presenter says, "This product is superior to its competitors.
It processes information twice as fast." CDGers ask, "What is the
actual difference in processing time? Why is processing time critical?"
They think in term of logical chains. Given A and B, does C logically
follow? If the team size has been increased and the team was already
working at under capacity, doesn't it logically follow that the
deadline could be moved up? If not, what other facts have been introduced?
Arguments are analyzed on two levels: are your facts correct and
do your facts support your argument? If you say your product is
better because it is the only one that has a spreadsheet, they want
proof that it has a spreadsheet. Once you have proven that, they
may say your argument is still weak because we don't use a spreadsheet
that often.
CDGers do not like shades of gray and "maybes" even though they
know that there is seldom enough information to be 100% sure. They
prefer enough data to say "yes" or "no" with a high degree of confidence.
Two of the major components of work style are work pace,
and caution and control. Work pace refers to the speed of movement
normally seen at work. Obviously we can all work fast or slow but
we have a preferred pace that seems very unchangeable. People who
like a slow and deliberate pace quickly tire of being rushed and
don't like it; people who like to work fast have a hard time if
they have to work slowly for extended periods. CDGers are like the
typical fast-paced manager and perhaps, in general, a notch faster.
It should be noted that a fairly wide range of work pace is acceptable
in CDG.
Caution and control, at the low end, is seen in a tendency to act
spontaneously, let "red tape" slip, etc. At the high end are well-organized
people who pay attention to details, think before acting, and come
across as serious. Managers as a group are better organized than
people in general, and CDGers are extremely high in this area, even
by comparison to other managers. They notice misspelling, sloppy
work, etc. They think before speaking or acting.
Another facet of work style is track capacity. Some CDGers prefer
multi-track work and like to have a variety of tasks going on at
any particular time. Some are more single-track and like to be able
to concentrate, focus, and tie a bow around project A before embarking
on B. The multi-trackers are a bit more likely to enjoy consulting
than the single-trackers.
Dealing with people is a complex area, but a quick thumbnail
explanation may be helpful. Managers tend to be assertive people
and CDGers look like the typical manager. They can speak up when
they have something to say; they can tell groups or individuals
why they believe direction A to be better than direction B. Extremes
in either direction do not fare well at CDG. It is not good to be
so unassertive that you cannot state an opinion. It is not good
to be pushy, either.
CDGers are less sociable than the average manager. This relatively
low sociability does not indicate a dislike for people; rather,
CDGers are not as interested in casual chitchat and small talk,
they tend to like their social gatherings in small numbers, and
they value their private time.
CDGers are nonconfrontational despite their assertiveness. They
do not mind stating their views but they withdraw if there is a
challenge, especially if the challenge is of an emotional type.
They like debates but hate arguments. Very confrontational people
put them off and seldom succeed at CDG. Note that many people in
business, especially the typical consultant, often have a more confrontational
orientation.
CDGers tend to have a positive attitude toward people, and, if
anything, are a shade more positive than the average manager.
CDGers are generally good listeners and tend to ask why
both overtly and covertly. People who do not listen and pick up
on cues sometimes have difficulty at CDG.
Some people are very open with their feelings, positive or negative,
and feel it appropriate to share them with others. Some people tend
to keep feelings to themselves. CDGers usually strike a balance.
The over-emoting person who takes personal problems to the office
is not very attractive to them, but neither is the hard-to-read
stoic.
Handling stress and pressure can be manifest in many ways
but the most typical stressors of business are the accumulation
of minor setbacks and criticism from other people.
CDGers, like most managers, tend to see the positive more than
the negative, or at least try to express that attitude. They try
to keep minor setbacks in perspective rather than view things as
"one of those days when it all goes wrong." People who are extremely
negative and worried have a hard time succeeding at CDG. CDGers
present their positive mood differently than the average manager
even though the underlying feelings are the same. Most managers
come across as chipper and upbeat. With CDGers, their reserve masks
the positive attitude and they come across as quietly confident
rather than bubbling over with joy.
CDGers tend to be fact-oriented. Like most managers they try to
view criticism as information to be evaluated for fact content rather
than expressions of personal dislike. They know that criticism is
seldom 100% valid and constructive. They are a bit more fact-oriented
than the typical manager. People who are non-fact-oriented, usually
manifest as sensitivity to criticism, sometimes find consulting
difficult.
When you combine reserve, analytical ability, and fact-orientation,
a CDGer will often respond with why to information that most
people would simply nod at. Thus, paradoxically, a meeting of CDGers
can seem very negative, critical, and pessimistic because people
are nit-picking, asking why and doing things that in most
populations signal worry and disapproval. They really are not negative
or over-critical; they just want to know why, and will play devil's
advocate even when they agree with what is being presented.
CDGers at a retreat tend to go to bed sober before 10 p.m. They
expect potential vendors and consultants to get to the point and
have legible materials. They catch on quickly and don't like a lot
of repetition. As I once joked, whereas the dictum to "sell sizzle
not steak" is right on target, with CDGers you need to know the
physiology of cow flesh. They like to discuss and debate issues,
but they don't like arguments and get embarrassed by anger. While
they can seem all business, they are very affiliative. They truly
practice, "If you're awake, I'm awake." Fellow consultants, who
may not be billing to a project, support and give advice during
each other's crises, no matter what time of day or night. They quickly
pull together if someone is enduring a death in the family or other
tragedy. Once you understand them they are likable and intensely
fun to be with.
Dr. Robert G. Rose received his Ph.D.
from the Florida State University in 1972. After several years of
teaching he began the practice of industrial psychology in 1976.
Bob has consulted to businesses in virtually every industry, helping
in the selection and development of key people. He has written articles
in such publications as Journal of Experimental Psychology
and Journal of Vocational Behavior. He has written two books,
including Practical Issues in Employment Testing, required
reading in such companies as Wonderlic Personnel Test, Inc., one
of the world's oldest and most respected test publishers. You can
reach Bob at www.drrose.com.
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