How Not to Suck at Consulting (Axel Janiec et al.)
Problem
Managers cannot make good decisions without reliable input.
Action
Provide the key facts, risks, and your recommendation before a decision is needed.
Outcome
Decisions become faster and more effective.
Chapter: Steer management correctly - Don't expect your manager to know all the answers
Problem
Late communication reduces the chance of solving problems.
Action
Discuss important issues as soon as they affect the work.
Outcome
Problems are resolved more easily.
Chapter: Steer management correctly - Address your issues at the right time
Problem
Teams lose time when they focus on less important topics.
Action
Guide discussions toward the issue with the greatest impact.
Outcome
Important work moves forward faster.
Chapter: Steer management correctly - Direct attention
Problem
People question the work when they do not understand the method.
Action
Describe your approach before sharing detailed results.
Outcome
Others trust your work more easily.
Chapter: Steer management correctly - Be clear about your approach
Problem
Unclear expectations create unnecessary disappointment.
Action
Agree on the goals, scope, and timing before starting the work.
Outcome
The final result better matches expectations.
Chapter: Steer management correctly - Manage other people's expectations
Problem
Incomplete instructions lead to avoidable mistakes.
Action
Explain the objective, context, responsibilities, and deadline.
Outcome
Tasks are completed with fewer corrections.
Chapter: Steer management correctly - Brief somebody properly
Problem
People often ignore emails without an obvious next step.
Action
State the required action and the expected response time in simple language.
Outcome
You receive faster responses.
Chapter: Steer management correctly - Write emails so that management will react
Problem
One-sided solutions weaken cooperation.
Action
Choose options that support the interests of all parties.
Outcome
Working relationships become stronger.
Chapter: Steer management correctly - Think Win-Win
Problem
Being busy does not always produce meaningful results.
Action
Remove low-value tasks and prioritize work that creates the greatest value.
Outcome
You accomplish more with the same effort.
Chapter: Waste less time - Be more productive and less busy
Problem
Constant overtime reduces long-term performance.
Action
Finish the highest-priority work and leave when the workday is done.
Outcome
Your performance stays more consistent over time.
Chapter: Waste less time - Be bold enough to go home
Problem
Accepting every request reduces your effectiveness.
Action
Decline work that does not support your main responsibilities.
Outcome
You have more time for important work.
Chapter: Waste less time - Learn to say no
Problem
Creating everything from scratch wastes time.
Action
Adapt existing methods, templates, or examples before creating new ones.
Outcome
Work is completed more efficiently.
Chapter: Waste less time - Do not reinvent the wheel
Problem
Important decisions are often shaped by people outside formal roles.
Action
Identify and involve the people who influence key decisions.
Outcome
Your ideas gain stronger support.
Chapter: Waste less time - Identify key decision "influencers"
Problem
Deliverables alone do not show whether work is advancing.
Action
Track continuous progress toward the final goal.
Outcome
Projects stay under better control.
Chapter: Waste less time - Focus on progress instead of deliverables
Problem
Strong performance is judged by specific evaluation criteria.
Action
Learn how your company measures success.
Outcome
Your efforts better match what is rewarded.
Chapter: Get good performance ratings - Grasp your company's rating system
Problem
Individual success depends on team success.
Action
Support your colleagues in reaching shared goals.
Outcome
Your overall contribution becomes more valuable.
Chapter: Get good performance ratings - Realize that it's not only about you
Problem
Good work can go unnoticed.
Action
Share your meaningful achievements with the right people.
Outcome
Your value is recognized more often.
Chapter: Get good performance ratings - Position yourself
Problem
Waiting for direction limits your impact.
Action
Solve problems without depending on constant supervision.
Outcome
Others trust you with greater responsibility.
Chapter: Get good performance ratings - Act like a freelancer and take personal responsibility
Problem
Complaints without solutions slow progress.
Action
Present at least one practical solution whenever you raise an issue.
Outcome
Discussions lead to action.
Chapter: Get good performance ratings - Don't be the problem guy
Problem
Weak questions limit useful thinking.
Action
Ask questions that reveal opportunities and practical next steps.
Outcome
Better decisions are made.
Chapter: Get good performance ratings - Ask the 'Winner Questions'
Problem
Defensive reactions prevent improvement.
Action
Listen to feedback before explaining your actions.
Outcome
You improve more quickly.
Chapter: Get good performance ratings - Don't justify yourself
Problem
Changing systems too often reduces productivity.
Action
Keep existing processes unless a clear improvement is justified.
Outcome
Work becomes more efficient.
Chapter: Make better decisions - Realize that changing systems are not productive
Problem
Hidden uncertainty leads to poor decisions.
Action
State what you do not know and gather the missing information.
Outcome
Your decisions become more reliable.
Chapter: Make better decisions - Be confident about what you do not know
Problem
Planning for only one future increases risk.
Action
Consider multiple realistic future scenarios before deciding.
Outcome
You are better prepared for change.
Chapter: Make better decisions - Think in future scenarios
Problem
Unchecked assumptions lead to weak decisions.
Action
Test the beliefs behind every important decision.
Outcome
Your decisions become more accurate.
Chapter: Make better decisions - Challenge underlying beliefs
Problem
Quick decisions can overlook better alternatives.
Action
Review the strengths and weaknesses of each option before choosing.
Outcome
You select more effective solutions.
Chapter: Make better decisions - Reflect on decision options
Problem
Ignoring useful experience leads to repeated mistakes.
Action
Use patterns from similar situations to guide your decisions.
Outcome
You solve problems more effectively.
Chapter: Make better decisions - Use resonating patterns