Experienced the 7 Principles of 7CHIVEN

At 7CHIVEN, we are transparent and unbiased. We keep strong ties with our clients by being straightforward and receptive to opinion and suggestion to achieve and establish a stronger and more loyal client base. 

7CHIVEN believes that the integrity of one’s work has something to do with how the person values honesty and genuineness. We uphold this credence by ensuring that the exchange between us and the client is clear and candid. We work and execute with utmost veracity to gain our clients’ confidence.

7CHIVEN maintains a lineup of professionals whose performance exceeds expectations. Each member of our team is focused on winning and makes every effort to motivate each other to better perform. Our client-focused approach allows us to harness every possible strategy to obtain precisely what clients need, when they need it. We work on customer set timelines and deadlines. This professionalism mirrors our high level pledge.

7CHIVEN regards individuality as one of its core organizational values. We give effort to providing equal attention to each and every individual regardless of their race, color, appearance, or social status. We acknowledge distinctiveness and take this into account when we associate with them. We do not treat everyone as if they are all the same, and we do not expect them to react to situations in the same way. We make sure that everyone’s views are heard, and that each individual is treated equally and appropriately.

7CHIVEN sustains the rule of “treating others the way you would want to be treated.” We make sure to communicate and interact with our people and clients with proper etiquette. We recognize the significance of their contributions no matter how small or big they are. We pay close attention to their opinions and suggestions, as we believe we can learn from them too. We also view things from their perspective to understand their stand on a particular subject matter.

7CHIVEN believes in maximizing limitless possibilities. We do not delve into the unknown blindfolded. Our approach includes creating a perfect mix of teamwork, exploration, and intuition. We provide our services with the kind of proficiency and efficiency that our clients would anticipate from their own group members. We concentrate on delivering the right results, which is essentially why our clients keep coming back.

7CHIVEN sets its sights on being a frontrunner in the market. We hold accountability with high regard and we are motivated by precision and excellence in everything we do, so we can provide exceptional service to our clients. We are passionate in achieving triumph in any project that comes our way, ensuring we’ve met our clients’ demands each and every time.

Consultant Development Programs optimally target business goals. For example, you may want to improve customer focus, increase upselling, manage clients and scope more effectively, etc. Goals provide an important emphasis for the program as well as natural targets for program performance metrics. They also help leaders explain why the program is important to the business. Even a general purpose Consultant Development Program can have targeted business goals.

A Discovery phase provides the Consultant Development Program with clarification of the vision for change, including identification of the Consultant Development consulting competencies to be developed. In addition, Discovery reveals the organizational and operational elements that would ideally be “adjusted” to support and sustain the change. On the basis of these results, you will then develop a Program Plan. Preferably this is done using a process that provides the Client Leader the opportunity to make clearly informed trade-off decisions between scope and cost, while planning for the management of the risks associated with the items left out of scope.

Establishing an adequate state of readiness before any significant change can make the difference between success and failure. While there may be different opinions regarding what is “adequate”, avoid the three most common “derailers” of Consultant Development Programs. The first is disagreement among leaders regarding the program. The second is insufficient advance communication with those who will be affected by the change. And the third is unaddressed organizational and/or operational obstacles to implementing the change. Therefore, for Consultant Development Programs, readiness activities often focus on Leadership Alignment, Program Communications, and Organizational and Operational Enablement.

Consultant Development Programs, at the minimum, provide training in consulting skills. More robust programs also layer on training in associated topics. These may include business presentations, business writing, coaching and feedback, service delivery, business acumen, and other interpersonal business skills. It is important, however, to recognize that most organizations include professionals at different job levels with various levels of experience. Therefore, a multi-level learning continuum that differentiates audience levels will have a much greater impact on learning and development than a “one size fits all” curriculum. These levels may include, for example, beginning, intermediate, and advanced.

Perhaps more than any other pillar of Consultant Development Programs, Ongoing Reinforcement and Development drives sustainable change. It transforms isolated learning events into developmental journeys, greatly enhancing the impact and value of the program. Ongoing reinforcement and development takes on Consultant Development many forms, depending on the specific needs of the organization. For example, to enhance and reinforce skill development, and drive behavior change, managers may provide their consultants with additional opportunities for education, exposure, and experience. To enhance the capabilities of managers as coaches, managers may receive additional training in coaching consultants for consulting skill development. You can augment this with technology solutions such as Online Toolkits and Refreshers. Finally, integrating reinforcement and ongoing learning into daily activities (e.g., sharing successes and challenges at staff meetings), is an excellent addition to other Reinforcement and Development activities.

There are three primary reasons why “adjusting” systemic operational elements is important to the success of Consultant Development Programs. First, these adjustments remove obstacles and enable the overall change. Second, they enhance the change by ensuring that all of the “moving parts” are operating in concert. And third, they ultimately sustain the change and the new consulting behaviors by building them into “the way we do things around here.” In other words, they become part of the culture and the norm. Systemic “adjustments” range from quick and minor, to long-term and difficult. It is not always realistic to address all of the more difficult ones during the Consultant Development Program. You may need to make well informed tradeoff decisions, given the limitations of time and budget. Ideally, you can address those things left out of scope in future programs.

This pillar takes us full circle now, back to the business goals identified early on in the program. Establishing performance measures to gauge the program’s progress against the business goals, and periodically reporting progress during the life of the program, is a powerful “lever of change.” It documents the value and benefits of the program. It helps justify the investment. And it helps motivate people to embrace the program and earnestly develop themselves and their organizations.