March 17, 2016

The Oracle Way to Consulting

What It Takes to Become a World-Class Advisor
Kim Miller
©2015 by Kim Miller
Adapted by permission of McGraw-Hill Education
ISBN: 978-0-07-184780-3

Key Concepts
• Consulting is an art form, and some consultants are just naturally gifted. While many skills can be honed with
practice, there is a delicate art to setting the correct expectations for clients.
• Consultants should expect the unexpected. Professional consultants should be able to anticipate potential
issues with implementation, seize opportunities, and present solutions in a timely manner. Time manage-
ment, an understanding of client politics, and clear communication skills help consultants deal with the
unexpected.
• Consultants must prepare for success if they want to achieve their goals. The first step to success is conveying
a calm and positive attitude. The proper preparations before and during a project can ensure a positive
outcome.
• All eyes are on the consultant once implementation begins. The consultant is responsible for keeping the client
team engaged. It is important to work effectively with all team members.
• Consultants have a wide variety of career paths open to them. Asking managers to outline their career paths
can be one way for consultants to plot the next steps in their careers. Consultants must be proactive in their
career development.

Summary
Introduction
The Oracle Way to Consulting by Kim Miller provides insight into what makes Oracle’s consultants some of the
most respected consultants in the industry. Professionalism, managing client behaviors, clear communication,
and tackling unexpected challenges are all necessary to be a successful consultant. Miller focuses on how con-
sultants can best plan for their own futures and be the architects of their career paths.
Business Book Summaries® • March 17, 2016 • Copyright © 2016 EBSCO Publishing Inc. • www.ebscohost.com • All Rights Reserved 1
The Oracle Way to Consulting Kim Miller

Consulting Explained
A consultant’s role is part teacher, part entertainer, part trusted colleague, and part personal assistant. Success-
ful consultants wear many hats with ease, and have mastered a variety of skills. An effective consultant sets
client expectations early and leads by example. Good consultants have mastered the skill of getting others
to trust them quickly. To maintain trust, consultants should follow a responsible, ethical code of conduct. The
best consultants are those that provide value-added services. These services allow clients to become more self-
sufficient and ensure a long-term relationship between consultant and client.

While the soft skills of consulting can be taught, some people are naturally better suited to consulting than
others. Without aptitude for the job, and a desire to perform at the highest level, even a competent person may
fail in a consulting role. Not all consultants are created equal.

Consultants must understand how they fit into the overall hierarchy of their implementation teams. Consultants
regularly interact with project managers, team leads, and subject-matter experts. They may also pull in other
team members in clients’ organizations, or interact with other experts who are brought in to provide additional
expertise.

A consultant should adhere to the following best practices: Your goal should
always be to create
• Always achieve an understanding of one’s role in the project prior to
meeting the client.
self-sufficient clients
that have the ability
• Defer to the project manager when appropriate.
to grow and manage
• Know the key players and their roles.
their business and
• Aim to help the client take ownership of the project as his or her skills and keep pace with chang-
understanding of the project increase.
es in their industry.
The Elevator Pitch
An elevator pitch is a brief summary of personal experience. The perfect consultant elevator pitch should suc-
cinctly answer the question, “Tell me about [yourself/product/methodology/technology].” This pitch is brief and
to the point. It can be used to generate word-of-mouth buzz or entice potential clients. A consultant should
have several of these elevator pitches memorized, with each tailored to a specific query or situation. There are a
few rules for crafting a winning pitch:

• Explain one’s position at the company.

• Explain the precise role one plays in that position.
• End the pitch with a question to encourage a dialogue with the listener.

In follow-up discussions, consultants should be prepared to explain what exactly their companies do. A con-
sultant should also be able to clearly explain the benefits of his or her services. Consultants should be wary of
over-selling or under-selling their abilities, as neither path ends up being productive in the long term.

Getting an Assignment
Consultants should always be prepared for questions, especially during the interview and hiring process. The
client will have many questions, and the consultant should come prepared with a copy of his or her résumé.
Consultants should practice interviewing with peers or managers who are willing to critique their performances.

After a consultant is selected to go on an assignment, the consultant should put together a checklist to prepare
for the tasks ahead. Research should be conducted independently and combined with information provided

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The Oracle Way to Consulting Kim Miller

by the project manager. Consultants should make an effort to introduce themselves to their new teammates as
soon as possible.

When a new assignment begins, the consultant should let the client’s team know what to expect and what the
consultant will need from them. All eyes will be on the consultant, so he or she must lead by example.

Consulting as a Second Career

Many professionals transition into consulting as a second career. Before making this change, potential consul-
tants should consider their qualifications, both personally and professionally. Without the basic aptitude for the
position, a person’s second career as a consultant will not last.

New consultants should be prepared to learn on the job and work their way up. Before making a career change,
people should ask themselves the following questions:

• Have I ever successfully taught adults?

• Do I want to spend extended time away from home?
• Do I enjoy working long hours?
• Am I a team player?
• Can I balance a position that requires leadership, delegation, and the ability to follow at the same time?
• Am I able to apply knowledge to different types of situations?
• Am I able to keep calm under pressure?

Positive answers are a good indication that a person has the temperament to be a successful consultant.

Being Effective on Day 1 and Day 10,000

Those who feel qualified to become consultants should also make sure they are prepared to be effective from
the start. Part of being effective is having the right mind-set. Oracle’s consultants are known to excel because
they freely share information and work tirelessly toward the success of their clients, rather than having one eye
on their own personal advancement.

Before their first day on the job, consultants should schedule meetings and
Setting effective orientations with their managers. New consultants should ask managers why
expectations is per- they were hired, and then capitalize on that perceived value. If there are any
haps the most impor- other lingering questions, consultants should get them answered on the first
tant consulting skill. day. Consultants may look foolish further down the line if they fail to ask the
right questions early in the process.
Finding the fine line
between optimism On the second day, new consultants should determine how new hires are inte-
and pessimism is not grated into client projects. They should take the initiative to learn as much as
they can about their first assignments, and get up to speed about the current
always easy but is
implementation processes. They should then focus on building the skills that
always vital. will make them valuable on their assignments.

Beware of or Embrace Independent Consultants?

Some consultants find it difficult to work with independent consultants, as they are often more focused on bill-
able hours than client outcomes. Independent consultants are often hired by clients because they are cheaper
than hiring more staff. If a client brings on an independent consultant, it can also be a red flag, indicating that
the other consultant is not adding enough value to justify his or her cost.

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The Oracle Way to Consulting Kim Miller

Consultants should maintain a courteous and professional demeanor when dealing with independent con-
sultants. Consultants should touch base with their managers to best understand the role of the independent
consultant in a particular implementation, and determine how much transparency is required when speaking
with that person.

See the World

Consulting can be an exciting career for those who love to travel and meet new people, but the demands of con-
sulting can also take a toll on families. As with any career, striking the correct work/life balance can be difficult.
Travel is also not without its perils, so consultants who are not married or living with someone should make sure
to have a friend or colleague who follow their movements. In the event of a problem, the consultant will have at
least one person who knows where he or she is supposed to be. The rewards of travel can be both professional
and personal, and many consultants will have opportunities to visit many different countries. When traveling,
the consultant should take the time to learn the accepted business etiquette in different cultures.

Predict the Unexpected There is a very fine

The most important skill a consultant can master is the art of setting effec- line between real
tive expectations. Consultants must develop and execute their plans, and leadership and boss-
then recap those plans for the benefit of clients and managers. The process ing people around. A
for achieving positive results should always be the shortest path possible. A
consultant’s word is his or her bond. Therefore, a consultant should say what
real leader explains
he or she is going to do, do it, and then tell everyone what he or she did. If the tasks, and pro-
there is an unexpected change in scope, a change order should be generated. vides a reasonable
due date.
Authority and Office Politics
Consultants should be knowledgeable about products, but they must also build other skills so that their ser-
vices have added value. One major challenge that consultants must contend with is the fact that they have no
authority over their clients. Therefore, consultants must tailor their approaches for each client team, and find a
way to work effectively with each team. When issues arise, consultants should try to obtain definitions of the
issues in a way that will not alienate clients. This will result in a solution that does not ruffle any feathers.

Leveraging one’s pseudo-authority is an important skill in any consultant’s toolbox. Building strong relationships
with clients is an important step in the right direction. Consultants should establish their credibility early in the
consulting process, and continually re-establish their expertise. Consultants should also leverage the expertise
of those around them in the project ecosystem.

Consultants should stay above the fray when it comes to company politics. They should have respect for politics
and find a niche within the political power structure where they can be the most effective. When discussing
office politics with the client team, a consultant can be a sympathetic ear, but he or she must never offer any
opinions about the issue at hand.

Professionalism and Integrity

There is no substitute for professionalism—no other skill or attribute can put a client at ease as quickly. Profes-
sionalism should be a part of every consultant’s attire, speech, written communication, and actions. Professional
behavior leaves a lasting impression with clients, which can lead to renewed contracts or referral business. Being
professional also means being approachable. Clients may find it difficult to ask for help, so consultants should
be humble and courteous. All work and spending should be carefully documented.

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The Oracle Way to Consulting Kim Miller

Time Management and Meetings

Consultants must plan every day. They must manage their own time, as well as the client team’s time. Consul-
tants should also have alternative plans in place to handle any unforeseen complications. It is important that
an alternative plan also be realistic, and based on the capabilities and skill level of the client team. Planning and
time management should be documented in some way. Not only does this help consultants stay organized, but
it provides the client team with a living document of the plan.

Consultants tend to spend a lot of time in meetings. The importance of a meeting is an indicator of how much
prior preparation is required. Every meeting should have a clearly written agenda, which will help set expecta-
tions for all involved. The invitee list for each meeting should be tailored so that only stakeholders and decision
makers are involved. Consultants should ensure that attendees stay on topic for the duration of the meeting.

Children Make the Best Negotiators

A child can be the best negotiator. A consultant should try to mimic a child’s innate ability to convince adults to
do something, without the adults even realizing what is happening. Consultants should be able to warm clients
up to an idea, but allow the client to take the final step. When a client thinks an idea was his or her own, he or
she will be more likely to follow through on implementation.

Managing Challenging Behaviors

Consultants need to help clients approach new situations and products in a way that counters clients’ assump-
tions and preconceptions. Novice consultants may struggle with some of their clients’ more challenging
behaviors. Many people do not adapt well to changes in the workplace, so consultants must be understanding
of clients’ fears. Not all challenging behaviors need to be addressed. If the behaviors do not impact the work,
consultants can leave them be.

In a world that is Effective Writing

increasingly litigious, Consultants must craft all written records and communications with great
many types of con- care. They should use legally defensible facts, and document all results or
benefits to clients to add value. Consultants should solicit feedback on their
sulting documents are documentation from their own companies and colleagues. Consultants
considered legal doc- should also be able to clearly state their experiences and expertise in their
uments, and you (and résumés.
your company) will be
Consultants create a lot of documentation, and it is important for that docu-
held accountable for mentation to be factual and clear. Emotions should be left out entirely. All
their content. documentation should have a professional tone. All of the deliverables must
be high quality and delivered on or before the deadline. Rookie consultants
may underestimate the amount of time it takes to create high-quality documentation, so it is advisable to
budget plenty of time for these types of tasks.

Some consultants read their work out loud, or have others read it, in order to ensure that the text is easy to com-
prehend. Words should be chosen carefully, especially when discussing a part of the implementation that may
not be going well. A simple word like “bug” may send some clients into a panic. Words should be chosen in such
a way that the reality of situations are made crystal clear, and solutions should be specifically laid out. Last but
not least, a consultant should always use spell-check.

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The Oracle Way to Consulting Kim Miller

Listen and Ask Questions

Much of the consultant’s job revolves around speaking, but listening is an equally important part of being an
effective consultant. Good consultants listen fully before formulating responses. If a consultant does not know
exactly how to respond to a query, he or she can start by summarizing the question that was asked. If the con-
sultant does not know the answer to a question, he or she should admit it and immediately promise to find the
answer.

Consultants need to ask good questions, and also know how to rephrase questions that are not getting robust
answers. A high-quality question will be more likely to result in a high-value answer. Consultants should avoid
rhetorical and trick questions, neither of which will advance the progress of the consultant-client relationship.

Acquired Companies: From Competitor to Collaborator

If a company gets acquired after implementation has begun, this can change to flavor of the whole assignment.
The consultant should speak with his or her project manager and get guidance on how to fold the new com-
pany into the project. The project plan will likely need to be updated in response to the change. Consultants
should be empathetic to the stresses associated with this change, but they must remain focused on their tasks.

Implementation
Successful implementation requires the following steps:
If you are proac-
• Getting a handoff from the sales team. tive about your own
• Defining an implementation strategy. career and take the
• Gathering customer requirements. time to let your man-
• Translating those requirements into software functionality. ager know what a
• Testing the solution.
fantastic consultant
you are, you will be
• Training the end users.
successful in your
• Transitioning to production.
career.
• Going live.
• Transitioning the consulting team off the project.

The implementation team is likely to include a mix of several different teams. Some may be offshore team mem-
bers, while others may be independent consultants or remote workers. The most important team must be the
client team. Consultants should be cognizant of any time zone differences that may present a challenge and
plan team activities accordingly. Consultants should foster teamwork among disparate groups.

Be Proactive and Manage Your Manager

Consultants who want to advance their careers need to make a name for themselves, which means taking initia-
tive, making plans, and building relationships with managers. A consultant’s manager can be an advocate and
a partner in advancing the consultant’s career. Consultants need to find out how their managers’ performance
is measured and then help their managers meet those benchmarks. Consultants should adapt to their manag-
ers’ unique styles and quirks, and set aside time to make sure that their managers are thinking about how to
advance the consultants’ careers.

Business Book Summaries® • March 17, 2016 • Copyright © 2016 EBSCO Publishing Inc. • www.ebscohost.com • All Rights Reserved 6
The Oracle Way to Consulting Kim Miller

Features of the Book

Estimated Reading Time: 5–6 hours, 320 pages

In The Oracle Way to Consulting, Kim Miller outlines best practices, important skills, and tips for becoming the
best consultant possible. Designed to be read in its entirety, the book includes “For Your Consideration” ques-
tions that engage readers, as well as “Oracle Best Practices” that highlight the main points from each chapter.
The book would be of interest to both experienced and rookie consultants. Those who expect to deal with
consultants on a regular basis may also enjoy getting a look at the consultant’s perspective through this text.

Contents
Introduction
Part 1: The Art of Consulting
Chapter 1: Consulting Explained
Chapter 2: Consulting Essence
Chapter 3: Are You One of Us?
Chapter 4: Going Up: The Elevator Pitch
Chapter 5: Take Two: Consulting as a Second (or First) Career
Chapter 6: Being Effective on Day 1 and Day 10,000
Chapter 7: Beware of or Embrace Independent Consultants?
Chapter 8: See the World, or at Least the Inside of Hundreds of Office Buildings
Part 2: Expect the Unexpected
Chapter 9: Predict the Unexpected
Chapter 10: Challenges, Opportunities, and Solutions
Chapter 11: Professionalism and Integrity: Leave a Lasting Impression
Chapter 12: Leverage Pseudo-Authority
Chapter 13: Tick Tock: Planning and Time Management
Chapter 14: Three-Year-Olds Make the Best Negotiators
Chapter 15: Client Politics: The Political Side of Consulting
Chapter 16: Meeting Mania
Chapter 17: Managing Challenging Behaviors
Chapter 18: Write Right
Chapter 19: Effective Writing
Chapter 20: The Importance of Language
Chapter 21: Shhhh! Listen, Please
Chapter 22: Good Question
Chapter 23: Present Your Skills

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The Oracle Way to Consulting Kim Miller

Part 3: Set Yourself Up for Success

Chapter 24: Success
Chapter 25: Prepare to Be Questioned
Chapter 26: You Were Selected for the Job; Now What?
Part 4: It’s Showtime
Chapter 27: Cue the Spotlight
Chapter 28: Before and After the Internet
Chapter 29: Acquired Companies: From Competitor to Collaborator
Chapter 30: Follow the Money: Cascade Business Goals from the Top Down
Chapter 31: Consulting’s Secret: Implementation Methodologies
Chapter 32: Variety and Diversity: Cross-Functional Teams
Part 5: Your Career: It’s All Up to You
Chapter 33: The Proactive Career
Chapter 34: Managing Your Manager
Chapter 35: Loving Your Job
Index

Further Information
Information about this book and other business titles:
www.mheducation.com

Click Here to Purchase the Book

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About the Author

Kim Miller worked at JD Edwards in multiple roles, including associate consultant, project manager, and field
enablement consultant. Her assignments included a variety of company sizes and industries, both with and
without partner teams. Just a few years prior to the acquisitions by PeopleSoft and Oracle in the early 2000s,
Miller became a practice manager and had consultants reporting to her. She employed the skills she learned as
a consultant to guide and grow her consultant team through the challenges of acquisitions.

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The Oracle Way to Consulting Kim Miller

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