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Digital Champions Scholarships: Half the cost, twice the value

Twelve months ago, I decided to offer a series of scholarships to my Digital Champions Club. The decision was based on conversations with my good friend Mykel Dixon who strongly felt that the people who most deserve to be in a program are sometimes people who can’t afford it. With the support of my fellow coaches, Kate Fuelling and Gabe Alves, we offered two half and one full 12-month scholarship to the program.

The outcome has been A-MAZ-ING

Not only have we had the opportunity to support three incredible Not-for-Profit organisations, their champions have delivered back to both their organisations and the program in spades. Their enthusiasm has been infectious and their energy levels have been off the charts. It’s as if the scholarships have provided them an opportunity and they aren’t going to waste it. They might be paying half the cost (or none of it) but through their effort and commitment they seem to be getting twice the value.

It is for that reason Kate, Gabe and I are pumped to be launching our scholarship program for 2020. Scholarships are open to Australian Not-for-Profits and other values-driven organisations (you don’t need to have any particular status, you just need to be doing meaningful work). Applications open on the 1st October and run through until the 31st of October but if you’re interested in applying (or know someone who is) we encourage you to start the ball rolling earlier rather than later. Joining the Digital Champions Club requires a significant internal commitment and the sooner you get started the sooner you’ll be ready.

To make it easier for potential applicants, we’ve created an information pack that can be sent to your inbox, printed (if necessary), and shared with potential sponsors and other stakeholders.

Finally, if you don’t work for a suitable organisation but you know someone who does I encourage you to forward this email on or use the share buttons below to help spread the word.

Let’s get this message out to the people who deserve it the most!

Just in case you need any further motivation check out this testimonial video from Julia Gregg from Contemporary Arts Precinct Ltd.

 

 

PS – If you’ve already signed up to receive updates on the scholarships we will shoot you out a copy of the Information Pack via email.

Is the consulting model broken?

The Digital Champions Club recently celebrated its third birthday. At our most recent bootcamp, I shared with members the story of how the program came to be. Prior to starting the Digital Champions Club, I had spent a few years working as a consultant. I would go into organisations and work with them to map their internal processes and information flows. From this we would identify improvement opportunities where technology could create a competitive advantage. On the back of the process mapping, I would then often get asked to come back and help implement solutions.

But somewhere around three and a half years ago I became increasingly disenchanted with the approach I was taking. Although I would always enter into a consulting relationship with the best of intentions, I realised there were systemic issues with the approach that would always stop me from creating the best outcomes.

My goals weren’t necessarily aligned with the client’s goals
The client was looking for long-term sustainable change, but as a consultant I was generally paid a fixed price to deliver short term outcomes (either the mapping process, a report, or ‘implementation’). As it is difficult (and often unappealing) to structure consulting arrangements with long term incentives (consultants don’t like being tied to outcomes they have little control over and businesses generally don’t like paying consultants to do more work than absolutely necessary) the structure of most consulting agreements encourages consultants to do ‘just enough to be invited back’ rather than ‘everything they can’.

I left and my expertise left with me
One of the biggest challenges with consulting relationships is that at the end of the agreement the consultant leaves, and when they leave most of their expertise leaves with them. But perhaps even more perversely the consulting model incentives consultants to keep their intellectual property secret. The more they share the less the consultant is required next time.

As a result, it makes little sense to hire consultants for work that is critical to long-term success and enduring in nature (consultants are most suited to providing specific expertise in small amounts over short periods). For critical, enduring work we are better off employing someone directly or developing the skills internally. Given the increasingly significant role that technology plays in organisations, I felt the identification and implementation work really needed to be managed internally (even if I might be needed for some technology-specific expertise).

I didn’t know the organisations intimately
As an outsider there was always much information and many people I didn’t know. This meant I was generally guessing when I gave someone a proposal. It was an educated guess based on what had mostly worked for similar organisations in the past but it was a guess none the less. You could quite accurately describe this as a ‘cookie cutter’ solution.

The nature of the relationship also meant I had a vested interest in diagnosing a ‘problem’ and recommending a ’solution’ that aligns with my expertise, even if it wasn’t the primary problem the client was facing. This was not something that was done unethically but the limits of my expertise would have undoubtedly blinded me to alternative ideas.

Finally, a lack of intimacy would always negatively impact implementation. Without a deep understanding of an organisation’s systems, how they were used, and the people who used them, it was always difficult to know where to focus change efforts and to do them in a way that stuck.

From consulting to coaching
This was the catalyst of moving from consulting to coaching. I realised that all these three issues could be addressed by working with my clients to develop internal champions to do the work that I had previously been doing. Much like the software as a service model where you pay for software on a monthly basis (and stop paying if you stop getting value) coaching resulted in a longer term engagement that better aligned my goals with the goals of the client.

This approach also ensured that expertise was developed and retained internally. Not only did this provide clients with a certain peace of mind, it also meant that change happened continuously and, as a result, became easier. The coaching model also solved the problem of intimacy. By training up internal experts who already had knowledge of the organisation’s systems and the trust of their colleagues it meant that the right opportunities were identified and individual needs could be better understood and addressed.

I think the idea of coaching to develop internal experts over hiring consultants makes sense intuitively. It’s perhaps why all three of the clients I was consulting to when I launched the Digital Champions Club were all willing to make the move to a coaching approach.

This is not to say we should have a world without consultants. There are undoubtedly situations where access to short-term specialist expertise is required (in fact members of the Digital Champions Club are often encouraged to engage them on specific projects). But rather it is reminder to understand the limitations of the consulting model and appreciate there are other approaches that have the potential to offer better value and greater long term success.

The challenge of explaining what you do

I had an awkward moment with a close friend recently. I’ve known Harsha for more than a decade and she’s someone I’ve leaned on every now and then for marketing advice around the various programs I offer. The awkward moment arose because, after five years of telling Harsha about the Digital Champions Club, she still had to ask me what it was exactly that I do.

At the time I found it quite disheartening, that someone who is clearly switched on, someone who genuinely cares about me and what I do, someone who I’ve spent hours talking to about my work still didn’t have any real clarity about what the Digital Champions Club is or why it exists.

My initial response was a sense of frustration — initially directed outwards at Harsha’s failure to listen, and then directed inwards at my own inability to clearly articulate my proposition. So why is it that we struggle to convey things clearly?

I think firstly it’s because it’s hard to get out of our own heads. What I mean by this is it’s hard to explain things without the context of a whole bunch of other stuff that may also need explaining but that you aren’t aware enough to realise. As a result, the explanations which sound whole and well rounded to us are hollow and incomplete to others.

Second, I think the packaging can get in the way of the product. Our desire to create things that are unique, memorable and exciting brings us to use language that is unnecessarily complex and difficult to follow. Unless it’s meant to be a genuine surprise, perhaps it’s best that we dispense with some of the gift wrapping.

Thirdly, and perhaps most importantly, I feel like a bit of a dick talking about myself. Which means I generally don’t do it, and therefore when I do it’s all a little off the cuff and just kind of sounds a bit awkward, which in turn makes me feel like a bit of a dick…and the cycle continues.

So Harsha set me a challenge: articulate the Digital Champions Club in a way that people could actually understand and then share it with all the other people who, like her, are currently unsure of what it is I do.

I’ve been procrastinating on this for a couple of weeks because, apart from the dislike of talking about myself, it feels a little awkward to be openly broadcasting my inherent uncertainty and lack of clarity in a world where ‘experts’ are meant to have endless reserves of both.

Yet perhaps in a small way this is a form of therapy, so Harsha, after hours of struggle and refinement here it goes….

I support small and medium-sized organisations who are struggling to build momentum in the delivery of their technology projects (sometimes referred to as digital transformation). I do this through a combination of monthly coaching (to provide support and accountability), one day workshops (for deep learning) and peer-to-peer sharing (to reduce risk). Collectively, these are delivered as a technology-focused, continuous improvement program called the Digital Champions Club.

So how did I do? No, honestly, I’d genuinely like to know…and it really does still sound hollow and incomplete (or even if it doesn’t) feel free to download it my latest white paper “When Technology Fails to Deliver” which explains a whole bunch of the other stuff that goes around in my head.

P.S. I’ve already been back into LinkedIn to edit this…twice.