Abstract
PSY FPX 6730 Assessment 1 ABC has employed a consultant to create an eventually self-sustaining leadership development program. The paper will also conduct an examination of a consulting contract for ABC Bank and an outline of subjects and questions before beginning the project. Lastly, there will be a collection of best practice approaches that can be used to build a foundation of trust between client ABC Bank and consultant.
Entry and Contracting Analysis of the Sample Consulting Contract
Having read the ABC contract, there are some areas of clarification I think need to be dealt with. I think the problem that most readily comes to mind for me is the problem of participation. There is a problem of leadership from the top of the hierarchy, however, the consultant in the “Needs from the Client” section of the contract states that management “has agreed to position participation in this project valuable but voluntary” (Capella University, 2023).
If Bob and Pam are so sure that the whole organization requires a leadership development program, then why would the consultant have to pitch this as optional? This also brings into question how business objectives in the contract can be met if there are glaring compliance issues that must be resolved. A manager was just let go due to poor ethics which had a ripple effect in the organization. What impresses me in this case is that there is no mention of ethics training to avoid what transpired with the previous manager on the ethics offenses.
Topics to Discuss Before the Completion of the Contract Drafting
Citing once more to that part of the contract where it says this process is voluntary, my problem with this is that there is no wording where it says the executive team members themselves have to undergo the training; they need it according to my experience in the executive team meeting. In this executive leadership session, some comments and exchanges between leaders were troubling; this can be a project weakness if the executive leaders are opposed to the project prior to the project starting. With all that in mind, the first point of clarification I look for that I do not find in the contract is this:
Entry and Contracting
• Should the executive leadership have to first undergo the training so they know what it is that they would be teaching the leaders in the organization?
My second question pertains to grays of workplace discriminatory behavior that I have witnessed in the executive team meeting. To place this in context, del Carmen Triana et al. (2019, p. 2424) report that “perceived workplace gender discrimination will negatively relate to work outcomes that are advantageous for an employee’s success in the organization.” With this knowledge, at the team meeting, Bertha, compliance manager, stated that her team intends to institute new rules but will require a closer link with Paul, senior lending department manager, and his team. Paul proceeds to minimize Bertha’s remark and “jokes that Bertha is being pushy” since the room laughed when Bertha was not smiling (Capella University, 2023).
PSY FPX 6730 Assessment 1 One would wonder if diversity training would need to be added to this upcoming training. To find out about the importance of diversity training, and what it comprises, Fujimoto and Härtel (2017, p. 1123) state that “current training programs include training on employees understanding to make use of different perspectives, acquiring cultural competence, knowledge, and communication skills, and diversity specific training (e.g., sexual orientation awareness, gender, disability) as well as knowledge of Equal Employment Opportunity laws and other legislation.” In light of the above scenario, some other questions I feel are pivotal to effective accomplishment of this project.
Entry and Contracting
• Will there be a workplace discrimination training component part of the leadership development project?
• Will there be a compliance training component integrated into the leadership development program?
• Will there be a diversity training component part of the leadership development program?
Best Practices for Building Trust While Constructing a Sample Contract
Consultants will be unable to prosper without building trust with their clients that runs from the start to the completion of the project and into the future. By building these relationships of trust both parties can depart with a complete, tried, and repeatable process, and for the consultant, the potential to win other projects as well as word-of-mouth referrals for more work. It is with it to discover the best practices for how these channels of trust may be established. This part will discuss some of these best practices that can be utilized in developing trust between consultant and client.
Nikolova and Möllering (2015, p. 233) give readers the result of research which says “the creation of trust is constituted by three social practices.” For placing “trust” in a comparative context, Nikolova and Möllering (2015, p. 233) have established the definition of “trust” as “a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another.” These trust-building practices between consultant and client are as below:
PSY FPX 6730 Assessment 1 Entry and Contracting: Analysis of ABC Bank
• “Signaling ability and integrity” (2015, p. 233).
• “Demonstrating benevolence” (2015, p. 233).
• “Establishing an emotional connection” (2015, p. 233).
The article goes on to elaborate on how these practices recognize “not just the client’s detached perception but the co-creation of cognitive and affective trust basis for the relationship” (2015, p. 233). Drawing from the above, proof of vulnerability on both sides equally supports such necessary trust ties. Gaining strength from its importance, Nikolova and Möllering (2015, p. 233) also explain mobilizing vulnerability wherein a model was built using “three key antecedents of perceived trustworthiness that support trust — ability, benevolence and integrity (ABI).” The ABI model is sadly poor in the context of how sometimes trust requires a leap of faith, but these tenets are a good starting point for both parties to develop long-term trust.
Conclusion
The ABC Bank understands that in order for it to handle its internal dilemmas, it will require some leadership development initiatives among other categories of training. Given that the bank believes that it has reached a crossroads with all that it is going through, the employment of an external consultant by Bob the CEO, and Pam the Human Resources Director is vital to the good health of the bank. Despite some fear and skepticism from some of the other executive management, I believe the consultant will prevail here.
No one seems to be ready to share the same fate as Jerry the ex-manager for his failure to comply and demonstrate poor leadership. This is another reason why this program cannot be voluntary but mandatory for all leaders at all levels. Hopefully, ABC Bank will be able to benefit from a self-replicating and cyclical leadership development program with room for evolution as the people and business begins to change.
References
Capella University. (2023). ABC Bank Case Study. https://www.capella.edu/
Del Carmen Triana, M., Jayasinghe, M., Pieper, J.R., Delgado, D.M., & Li, M. (2019). Perceived workplace gender discrimination and employee consequences: A meta-analysis and complementary studies considering country context. Journal of Management. 45(6), 2419-2447.
PSY FPX 6730 Assessment 1 Entry and Contracting: Analysis of ABC Bank
Fujimoto, Y., & EJ Härtel, C., (2017). Organizational diversity learning framework: going beyond diversity training programs. Personnel Review, 46(6), 1120-1141. https://doi.org/10.1108/PR-09-2015-0254
Nikolova, N., & Möllering, G., (2015). Trusting as a ‘leap of faith’: Trust-building practices in client-consultant relationships. Scandinavian Journal of Management. 31(2), 232-245.
