16.1 How Are You Doing?

Throughout this book we have discussed all aspects of the job of internal consulting. Individually and collectively, each of these is an important part of who you are and what you do in your internal consultant's role. However, as you take on initiatives, do the work, and bring the initiatives to conclusion, you need to find a way to provide yourself with 1) input as to how you are performing and 2) what specific areas need to be addressed. Why? So that over time and in future initiatives you can improve yourself and the work product that you deliver.

If you ask for input about your performance, your clients may or may not tell you. Those that don't know you can be very open and honest. They may provide you with valuable feedback, but this is often not the case. On the other hand, those that do know you and have worked with you may be reluctant to evaluate you. They may want to avoid telling you things that they perceive would hurt your feelings and, as a result, your relationship with them. Neither of these types of input is all that helpful. The former is usually provided without much long-term or detailed information about your performance. Yet the latter is watered-down and of little value towards long-term improvement.

Another type of feedback is at the project...