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In the right environment, Business Intelligence (BI) enables faster data analysis and more effective business planning but getting an organisation to the point where BI can work for them can be a complex process. It is absolutely essential that the right consultancy is employed to facilitate the change. Always look for a reputable consultancy with a verifiable track record and demonstrable implementation experience before making any decisions.

Don’t Take Business Intelligence Likely

Business intelligence is definitely not something to be taken lightly. No matter what your reasons for making the decision to change the way you run your organisation, the ultimate goal is that a new BI system should integrate seamlessly with all your legacy applications and without impacting on your day to day operations. This means days and sometimes weeks of painstaking work making sure that all the legacy systems comply with the new BI system requirements. Experience is the only way to be sure an implementation will be trouble free.

Making your choice of business intelligence consultancy will not be easy. Many consultancies look the same on the surface so bear in mind that you will require tailor-made solutions, delivered on time and to budget. Your new consultancy must provide experts in leading technologies from Microsoft and Business Objects who will work with you to design, develop and deliver business intelligence, performance management and portal solutions that will add real value to your business. But how and where will you find them?

The Internet Search

You could start out with a basic internet search for business intelligence consultants but the number of listings could threaten to overwhelm you. The trick is to think smart. Work out exactly what you need your business intelligence system to do for you and then search for providers. Make a short list then search again using other criterion. Business Intelligence (BI) is all about getting things right first time, so begin the process by doing your initial research properly.

The Business Intelligence Consultancy Marketplace

If you check out the business intelligence consultancy marketplace in this way you will quickly realise that there are actually very few genuine ‘players’. The reason is simple: there simply aren’t that many consultancies with the capability to evaluate all the business critical issues affecting your operation; design a business intelligence system; provide performance management and portal solutions to suit your specific needs and add real value to your business.

You need your ideal business intelligence consultancy to help you to implement solutions that process data and present it in ways that can be used immediately, without hours of tedious interpretation and cross analysis. Most important of all they should be able to provide you with the confidence that your specific objectives are being met by experienced and professional consultants, giving you the power to get back in control of your data.

Take time and make supreme efforts to get your consultancy choice right first time as the business intelligence route can provide amazing benefits for your operation, but you only want to do it once!

Environmental consulting is a type of compliance consulting that is utilized by a variety of different organizations to ensure that all environmental regulations are being met. These consulting companies specialize in a wide variety of different environmental services, often specializing in a specific industry. These industries are usually the Oil and Gas industry, Coal mines, Coal bed Methane, and Uranium industries. There are also some environmental consulting companies that provide construction services for various hazard assessments and/or waste management along with powder river basin environmental consulting, soil vegetation wetland surveys, reclamation and baseline monitoring.

Many different clients choose to use an environmental consultant company in order to avoid waste that comes from improper environmental land use. A professional environmental consultant can help ensure that companies get the maximum use out of a set amount of property. This will help cut down on companies over developing land for minerals when it can be avoided. Environmental consulting can also help with the planning stages of a project to make sure that your company gets off to an environmentally sound start. Consultants can also help your company get the proper permits once the planning stage has been completed.

Certain companies, like BKS Environmental Associates Inc. in Wyoming, offer a variety of services to help companies avoid waste and damaging the environment. These companies help industry leaders collect information on the local environment that will help with the entire planning process and avoid problems during planning. They will also help monitoring construction and other projects that can be potentially damaging to the environment. This monitoring helps give clients an advance warning so that any potentially damaging construction or projects can be stopped before problems become wide spread.
These services are extremely popular with companies that are working with, or around, soil, vegetation, or wetlands. Environmental consulting companies can perform soil surveys that will identify quality soil and overburdened soil. Plant surveys can also be performed along with hydric soil and hydrophytic vegetation surveys in areas with a lot of vegetation or wetlands. Environmental consulting has also become an extremely valuable service in the coal bed methane Wyoming industry.

Coaled methane is an extremely important energy source in the United States and other countries. This methane is a form of natural gas that comes from coal beds and is also sometimes called “coalbed gas” or “sweet gas”. Coal bed methane is often associated with underground coal mining because of the safety risks that it can cause.

In the coal bed methane industry environmental consulting is used to help determine and implement safe disposal methods. This includes finding soils that are both physically and chemically suited to be used in water disposal and also monitoring the condition of the soil, and vegetation, in the immediate vicinity of the disposal area. This monitoring starts before disposal begins and usually involves detailed soil surveys and vegetation surveys to establish the natural state of the environment. Once disposal begins the area is monitored for any changes that can be attributed to the disposal methods of the corporation.

When determining the difference between a coach, mentor, and consultant, it is necessary to look at specific roles and functions. First, we must look at the focus or concentration – what is the specific focus of the person? Second, we should look at the type of agenda or role the person has. Third, look at how the relationship is chosen and or cultivated. Fourth, how does the person garner influence? Fifth, what is the expected return for the services of the person? Finally, we must determine the scope of the person’s work.

Coaches appear in various forms, such as professional, life, relationship, and sports team coaches. All coach types share the same criteria. The focus of the coach is in specific performance – for example, an organizational coach is usually responsible for increasing or improving performance in a given area. The agenda for a coach, then, is usually fairly specific – improve batting average, increase sales, etc. A coach usually arrives in the relationship selected by someone other than the “coachee” – in other words, the relationship is not self-selected. Coaches also influence through their position, such as in the sports world. But what is the expected return for a coach? As we’ve already discussed, a coach is looking for performance and possibly teamwork. Finally, a coach’s scope is usually task-related.

Mentors vary slightly from the coach. A mentor’s focus, unlike a coach, is typically on the individual and not on a specific task or performance. A mentor also takes a more general role to the individual, that is, there is usually a less-specific agenda. Many mentor relationships are self-selected – keep in mind that a coach is usually assigned to a person or a team, whereas mentor relationships usually spring from mutual interests, work styles, and histories. A mentor’s influence usually comes from the perceived value of the relationship as opposed to position. The person choosing the mentor also chooses to take the role of “mentee” because of the expected return. So what is the expected return of a mentor? Many times the return could be as simple as affirmation or learning. Simply having a mentor will not guarantee that a person can advance in an organization and may not even be recognized as an “official” relationship, like a coach. The mentor’s scope is more than likely a general one – for example, if a person chooses a mentor in his or her profession, the mentor will likely cover many facets of that profession, including knowledge, preparation, networking, and technical function.

A consultant may take the form of mentors and coaches, but the primary difference between a consultant and coaches and mentors is that a consultant is usually paid for the specific task at hand. The focus of a consultant is usually not a specific performance or individual but a complete process or concept, such as customer service. The consultant works on a specific agenda, as determined by the organization and the consultant. The relationship between consultant and client is usually self-selected by the client and based on cost, word of mouth, or area of expertise. On the other hand, the consultant can influence the client because of the perceived value he or she presents, as well as based on the record of past accomplishment. Because a consultant relationship is usually paid, the expected return typically has a link to a monetary value, such as higher efficiency or monetary savings. Also, whereas coaches and mentors tend to be general or task related in scope, a consultant’s scope is defined by the consultant and the organization or client.

There are obviously subtle similarities between coaches, mentors, and consultants. But when you look at the specific criteria of the relationship, you can see that the differences should keep us from interchanging terms.

When one speaks about Leadership styles, there are several different models to choose from. However, whatever the model it is never an easy process to implement or practice a particular style of leadership and hope to get the results that was intended. “Leadership” per se is both an Art as well as a Science. The one key element that all leaders should possess is their ability to communicate their visions and values to the people they are leading and to get the people to buy into their visions and values.

The key concern is whether the leader is getting his people to ‘buy-in’ or is he trying to ‘sell’ his vision. When you want to ‘sell’ you need to be convincing and give the impression that the ideas you have are inherently beneficial to the people and therefore they should accept it. This usually is a challenging dilemma as sometimes the people you are leading might not quite see the relevance of your visions and values and may not be forthcoming in accepting them. However, if you are able to create the circumstances whereby the people feel that what you possess are important visions and values, and that by they buying into these it would benefit them well, you have created a winning formula to lead your people successfully.

If you want your people to ‘buy-in’ rather than ‘sell’ your visions and values you need to pay meticulous attention to the type of leadership style that you portray. I personally find that in this context, leadership can be classified either as autocratic leadership style or a consultative leadership style.

Autocratic Leadership Style

Autocratic leadership is one which is based on a clear top-down approach. The leader is in a position of absolute power and he can implement and do whatever he wants to get things done. Usually in an autocratic leadership environment there will not be much discussion of affairs as the people find that their voices does not carry weight in the problem solving and decision making aspects of their organization.

An autocratic leader will be the driver of his people and without his leadership the organization will not be able to function. Usually autocratic leaders like to delegate their power but at the same time having a stranglehold on all those subordinate to them. They also like to coach their people to do things the way they want it and may create a ‘my way or the highway’ kind of working environment. The impression one gets in an autocratic leadership style is that the leader is seen as some kind of megalomaniacal tyrant to be feared and followed.

Although there is some truth to this, autocratic leadership is not necessarily a bad style. In fact there are some circumstances where an autocratic leadership should be the preferred style. One instance where autocratic leadership style may be applicable is when the organization is new and the people are inexperience and thus look up to the leadership to guide them in their work. Another instance is if the people are disengaged in their job and have no clear direction and there is vast internal politicking of the kind that is disruptive and causes an emotional strain in the way the organization is being managed. Here a powerful autocratic leadership might help to re-align the organization to its original position and get the people back in shape.

The downside of all this is that an extended period of engaging in an autocratic style of leadership can strain the relationship between the leader and the people in that the people might find the leader to be so task-oriented that they may develop a sense of resentment. Further, when the leader becomes too autocratic he may forget that he is dealing with humans and not machines and might create the impression that the people are just part of the machinery. This can create a sense of dissonance in the work environment which will not be beneficial to the leader, the people and the organization in the long run. Take the cue from Dwight D. Eisenhower who said: “You do not lead by hitting people over the head – that’s assault, not leadership”

Consultative Leadership

Consultative leadership is the way to go in the long run. Management Guru, Kenneth Blanchard said: “The key to successful leadership today is influence, not authority”. This is the very nature of consultative leadership in that you the leader will have to develop the ability to influence people rather than impose on them your authority as is the case in an autocratic leadership style. In consultative leadership style, the leader will engage the subordinates efficaciously in the decision making and problem solving process. This kind of leadership style endorses the fact that the leader is indeed the servant of the people he is leading. The people have the power to engage in consultation with the leader and are able to make suggestions which they know would be taken into serious contemplation by the leader.

Further, consultative leadership style endorses the concept of empowerment rather than delegation. When a leader empowers, he is basically giving the person concern a freehand to do what is necessary. The leader may draw up certain parameters for the person to work within and to ensure that he is kept in the loop by the person. In a consultative leadership style, the leader still has strong visions and concrete values that he can communicate with his people. However unlike the autocratic leader, the concept underlying consultative leadership style is one of administering a people-oriented kind of management rather than a task-oriented one.

The consultative leader’s role will continuously involve the development of his people and this is done by being kept aware of the needs and wants of the people. The only way this information can be gotten is by having constant dialogue with the people and clarifying the goals and aspirations that you have and synchronizing this with their personal visions. When the people get to experience this state of being they will be more prepared to ‘buy-in’ the visions and values of the leader.

In the long haul, consultative leadership will be the most appropriate one. As the organization mature, the leader has to learn to move away from delegation to empowerment. When the people become more experienced and participative in their professional relationship with you the leader, you will have to play the role of a mentor to them. Consultative leadership style will invoke in you the ability to find out the strengths and weaknesses of the individuals under your authority and allow you the opportunity to nurture the best out of them. The parting quote by Elisabeth Dole seems apt to be mentioned here where she said: “What you always do before you make a decision is consult. The best public policy is made when you are listening to people who are going to be impacted. Then, once policy is determined, you call on them to help you sell it”.

Multi level marketing Specialist are now a popular form of help in today’s multi level marketing business. There are many fine ones and also many not so good ones. You as the specialist seeker need to know what quality to look for in a network marketing specialist, prior to spending your money on any particular one.

You should know that some network marketing consultants are actually MLM marketers that say they are coaches. You must understand that consulting is a career and profession that demands many things. Being a multi level marketer does not automatically qualify one as an expert, even if they have had great success in MLM in the past. Maybe they were just in the right place at the right time and with the right people. That can happen also.

Here are 5 items to look for in a competent multi level marketing specialist.

1. Years of good work available for assessment.

Any up to par multi level marketing marketer specialist will keep years of work available for any kind of query and assessment by future customers. They do not have a thing to be secretive about. The accomplishment speak for themselves.

Be sure to ask them if they have previous clients you can reach out to. Previous specialize work records can represent the discrepancy between in what return you get on your investment. Pay attention to what they have done in the past not what they say they have done.

2. Check for their credentials.

What type of documents they have that would make it acceptably you spending your money with them? How knowledgeable are they about multi level marketing? What type of work experiences they have in the past? Do they have experience in the right field? Have they previously run a business? What type of qualification do they have?

Credentials are important in modern day network marketing consulting. This is not only for you but also for the results you seek from an network marketing consultant. Most consultants have a portfolio they can show you. Ask for it and study it.

3. Look for professionalism.

Professionalism is a must in any field of consulting. Do they come across as a professional? Do they speak as a professional? Do they communicate in a professional manner?

Being a professional speaks well of a consultant. Do they do their business with a smile on their face? These questions will tell a lot about an network marketing consultant and how they will handle things in any future venture.

4. Problem solver.

Do they ask questions that are focused on your problem, or questions that are focused on being a consultant?

There are several queries that advisers ask that are all part of being an MLM adviser. You are looking to hire them to solve issues, not just be a adviser. Be sure their queries are focused on getting you ahead, not just creating consultation.

This is what MLM Advisers get paid for to solve issues, not to engage in a ineffective Practices.

5. Experienced in the network marketing business.

It’s fact that there are network marketing advisers that have never spent an hour in the multi level marketing sector. They have never recruited anyone. They have never sold a imerchandise in MLM. They have never held a Company Event for a team. They have never done a presentation around a kitchen island, or a home meeting. But yet, they consider themselves as an MLM advisers.

Be sure that the MLM adviser has some familiarity in the sector, as that alone brings a huge amount of knowledge that many do not possess.