In consulting, one of the most coveted and highest compensated roles is that of the engagement manager (EM). This role is crucial to the functions of a consulting firm. They often have significant influence on the success of a consulting engagement, as they often interact directly with clients and oversee engagements end-to-end. Similar roles are held in industry (internal strategy), such as that of Manager, Director, or department heads. The principles in this article apply to industry roles as well as EMs in consulting.
While EM roles are often held by employees with extensive experience, junior employees can often work their way into similar roles within a few years. To do so, however, requires leadership and team building skills developed with practice and study.
Discard false beliefs about leadership
Contrary to common belief, management skills are not inherited. Rather, they are learned through experience and study. To become an effective leader in consulting, you must practice identifying underlying issues, articulating solutions and next steps, and guiding others to carry out project objectives.
While confidence is a helpful trait, the collective competency and charisma inherent in consulting teams can often fulfill much of the leadership needed to drive success. In fact, often the best leaders are the ones that inspire others to “take the reins” and achieve success. Leaders need to possess the necessary social skills to obtain “buy in” from team members to make their leadership effective.
Avoid Scope Creep
When considering the needs of clients, EMs must beware of scope creep, which refers to the unplanned and unauthorized expansion of a project’s requirements and deliverables, leading to potential budget and timeline overruns. To avoid this, an EM must clearly outline from the beginning what the client wants from the project. It is usually easier during initial discussions since the price point of the project is often also in discussion, and can change according to scope.
During the project, an EM should listen carefully to client needs, and agree to additional work to the extent that it fits into the project outline. If needed, an EM should refer back to the agreed project plan and suggest that the team will either discuss priorities based on new client ideas and assess the feasibility and implications of the new requests vis-a-vis the current plan, timeline, and available resources.
If the extra work requires additional resources or extending the project timeline, it’s prudent for the EM to transparently communicate this to the client, ensuring that expectations are properly managed.
Moreover, the EM should facilitate a collaborative dialogue to explore alternative solutions or compromises that might meet the client’s new requirements while adhering to the initial goals and constraints of the project.
Through open communication and a flexible, yet structured approach, the EM can navigate changes in scope, ensuring that client satisfaction is maintained without compromising the integrity and deliverables of the project.
Communicate energy
When it comes to successful internal practices for project management, communication is key for a project team to be successful. Perhaps more important than the volume or frequency of communication, however, is the pattern in which that communication is carried out. For example, tone of voice can have a bigger impact on people’s emotions than word choice. Are meetings long enough to allow everyone to be heard, short enough to maintain engagement, and frequent enough to create momentum?
Also, the way team members interact is key. Do they listen to each other? Are they patient? When team members feel heard and are confident in what they have to offer, this can drive motivation. Do team members face each other and interact during meetings? Do they feel empathy from other team members?
This communication must be continued outside the meeting room. For example, pay attention to how the team talks with each other outside of formal meetings – are they just as energetic? Do they listen to others’ concerns, and become interested in each other’s lives outside of work?
Final thoughts
It is worth noting that not everyone wants to be a project team leader. Leadership requires putting oneself out there, taking responsibility for goal attainment, and leaving tangible front-end work to others. If you derive joy from details, seeing your work come to fruition, or driving a workstream to the finish line, then maybe higher level leadership positions are not for you.
In the end, leadership can be learned through the understanding and implementation of team processes and communication. If you feel the urge to lead people in your line of work, learning a few of the key principles outlined in this article will go a long way in helping you reach that goal.
Wes Brooks is an incoming Summer Business Analyst at Cicero Group and an undergraduate studying economics, management, and strategy. He is a serial entrepreneur, works in venture capital, and enjoys singing a capella and piano improvisation.
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