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internal consultants internal consultants internal consultants internal consultants
internal consultants internal consultants internal consultants internal consultants
internal consultants internal consultants internal consultants internal consultants
internal consultants internal consultants internal consultants internal consultants<\/p>\n
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In the swiftly evolving world of business consultancy, a significant trend is reshaping the landscape: the rise of internal consulting, transformation teams, and excellence groups within client organizations. This movement marks a departure from the traditional reliance on external consultants, reflecting a dynamic shift towards harnessing in-house expertise for addressing recurring consulting needs.<\/p>\n
Not too long ago, the pendulum swung decidedly in favor of external consultants, with some companies even outsourcing their entire strategy formulation to consulting firms. However, the winds of change are blowing.<\/p>\n
The once-pronounced experience gap between external consultancies and internal consulting teams on strategic matters is narrowing. Today, internal consultants emerge as formidable contenders, offering an alternative that fuels healthy competition, pushing both internal and external groups towards delivering their best work.<\/p>\n
Bill Bradley’s wisdom that “Leadership is unlocking people\u2019s potential to improve” resonates deeply in this context. Internal consulting teams are not just an operational choice; they represent a strategic asset capable of unlocking new levels of performance and insight within an organization.<\/p>\n
These teams offer a deep dive into the intricacies of business processes, identifying bottlenecks and project derailments and providing a fresh perspective on stagnant areas of the business.<\/p>\n
Equally, external consultants bring their own advantages, introducing diverse perspectives and specialized expertise that might not be available internally. The crux of making the most out of consulting services lies in understanding when, where, and how to judiciously deploy internal versus external resources.<\/p>\n
Setting the stage for excellence within your organization begins with a keen eye on the future. Imagine peering through the strategic lens at the challenges and opportunities that lie ahead in the next 3 to 5 years. This foresight allows you to pinpoint the recurring needs for consulting services that will inevitably arise as you navigate towards your long-term goals.<\/p>\n
This is where the concept of an Internal Consulting Group<\/a> shines, offering a sustainable solution to meet these needs from within consistently. Yet, laying the groundwork for such a group involves more than just a decision; it’s about crafting a roadmap for success.<\/p>\n Every successful internal consulting team stands on the bedrock of a clear value proposition. This means defining the sphere of their expertise with precision\u2014identifying the areas where they can make the most significant impact and, equally important, acknowledging the limits of their scope.It’s about striking the perfect balance between flexibility and focus, ensuring the team is primed to deliver where it counts.<\/p>\n The journey doesn’t end with setting up a team. The real challenge lies in proving its worth. An internal consulting group must earn its stripes by delivering impactful results and distinguishing itself as a catalyst for positive organizational change.<\/p>\n The aim is to win projects not by mandate but through merit, showcasing superior value that resonates across the board. It’s a delicate dance; forcing the hand of internal clients to engage the group can backfire, leading to resistance and, ultimately, undermining the group’s effectiveness.<\/p>\n Sustainability is key. An internal consulting group that relies solely on initial corporate funding faces a precarious future. The group must evolve to sustain itself financially by demonstrating undeniable value to its internal clients, compelling enough to justify its investment. This self-funding model ensures the group’s longevity, making it an indispensable part of the organization’s ecosystem.<\/p>\n Crafting the perfect consulting team for your project is a bit like concocting a gourmet dish\u2014selecting the right ingredients for the best outcome. Whether choosing between internal and external consultants, the goal is always to work with the best. Here’s how to make those decisions, with a pinch of strategy and a dash of insight.<\/p>\n Every consulting team, internal or external, has a unique blend of skills and experiences\u2014its own Consulting DNA. This mix is shaped by the team’s formation, managerial guidance, and project history. Recognizing this DNA is crucial; it tells you what the team is genuinely good at.<\/p>\n Imagine you’ve built an internal team to streamline manufacturing processes. They’re wizards in operational efficiency but might not be the best fit for, say, a high-stakes strategy overhaul. It’s about aligning your project’s needs with the team’s strengths. Deploying your internal team outside their comfort zone is a gamble\u2014sometimes, it’s better to bring in external specialists.<\/p>\n Project Fit: Beyond skills and experience, consider how well the consultant fits with the project’s context and objectives. An internal team might navigate the company culture more smoothly, but external consultants can offer a fresh perspective unburdened by internal politics.<\/p>\n The aftermath matters. Internal consultants will continue to be part of your organization post-project. How they handle implementing tough decisions can affect long-term internal relationships. External consultants, with their ability to provide unbiased advice and exit post-engagement, might sometimes be a safer bet for sensitive projects.<\/p>\n Why not have the best of both worlds? Put your internal consulting group in direct competition with external firms for certain projects. This not only sharpens the internal team’s skills but also showcases their value across the organization.<\/p>\n This strategy serves a dual purpose. Firstly, it motivates your internal team to elevate their game. Secondly, it helps internal stakeholders appreciate the unique value the internal consulting group brings to the table, fostering a culture of trust and respect.<\/p>\n In essence, the decision to go internal or external isn’t black and white. It’s about understanding the unique Consulting DNA of your available teams, aligning that with your project needs, and occasionally stirring the pot with a bit of healthy competition. It’s a strategic decision that, when made wisely, ensures you’re always working with the best team for the job.<\/p>\n In the quest for achieving unparalleled excellence in project outcomes, sometimes blending the unique strengths of internal and external consultants into a hybrid team is the masterstroke strategy.<\/p>\n This approach not only harnesses the deep organizational knowledge and cultural alignment of internal teams but also taps into the fresh perspectives, specialized skills, and objective analysis external consultants bring to the table.<\/p>\n Imagine setting the stage for a competitive yet collaborative environment where internal consulting groups vie alongside external firms for projects. This not only sharpens the prowess of your internal team but also ensures that you’re aligning with the best resources available for the task at hand.<\/p>\n When suitable, such competition can lead to the formation of hybrid teams, embodying the essence of ‘the best of both worlds.’<\/p>\n These hybrid squads, a fusion of internal insight and external expertise, are uniquely positioned to drive projects with unmatched efficiency and creativity. They optimize cost by blending in-house capabilities with the strategic acumen of external consultants, ensuring a high ROI on consulting spend.<\/p>\n Moreover, the collaborative exchange between internal and external members fosters a rich environment for knowledge transfer, elevating the skill sets of your in-house team for future challenges.<\/p>\n By strategically integrating the strengths of both internal and external consultants, organizations can navigate complex challenges with agility and precision. This synergy not only accelerates project timelines but also deepens the strategic impact, ensuring that each initiative is not just completed but transcended.<\/p>\n The talent within your internal consulting team is the linchpin of your strategic capabilities. It’s widely acknowledged that consulting firms are veritable hives of brilliant, industrious minds. Debates about their ethics or relevance aside, their intellectual prowess is undeniable.<\/p>\n To elevate your internal consulting group to a competitive standard, it’s imperative to attract such caliber of talent\u2014a task both challenging and costly amid the fierce talent war waged by consulting giants, tech behemoths, and startups alike.<\/p>\n However, internal consulting groups wield unique advantages in this battle for brains. They can offer a compelling proposition: a trajectory beyond the consulting grind, attractive compensation (minus the uncertainty of variable bonuses), and notably, a more balanced life.<\/p>\n The consulting industry’s struggle to retain women post-maternity is a case in point. The issue isn’t a lack of passion for their work; it’s the unsustainable demands it places on their personal lives.<\/p>\n Imagine promising the same intellectually stimulating work environment but with the added benefits of stability, fewer late nights, minimal weekend work, and less travel. Such an offer could not only level the playing field but potentially tilt it in your favor, particularly for those seeking a harmonious work-life blend.<\/p>\n In essence, crafting a robust internal consulting team hinges on offering what external firms often cannot\u2014a chance to engage in challenging, rewarding work without sacrificing personal well-being and family life. It’s about building a team not just of smart and hardworking individuals but of people who see the value in what they do and where they do it.<\/p>\n This is how you transform your internal consulting group into a powerhouse that not only competes but excels.<\/p>\n Excellence in consulting, both internal and external, hinges not just on delivering results but on cultivating a culture of continuous improvement. Ironically, the consulting industry itself often overlooks this principle.<\/p>\n Consultants are quick to advise organizations on the importance of iterative growth and feedback loops, yet they seldom apply these practices to their own operations. And let’s be honest: while we’re quick to critique their services, we seldom provide the structured feedback that could drive their evolution.<\/p>\n To bridge this gap, there’s a critical need for regular performance measurement of projects, especially those spearheaded by internal consulting groups. This isn’t just about tallying successes or setbacks; it’s about genuinely assessing the impact and the level of client (internal or external) satisfaction. By establishing a robust system for evaluating project outcomes, organizations can pinpoint areas for skill enhancement and service refinement.<\/p>\n Moreover, implementing feedback mechanisms is vital for all consultants, regardless of their affiliation with your organization. This practice allows you to compare the performance of internal teams against external providers directly, setting a benchmark for quality and fostering the credibility of your internal group.<\/p>\n This isn’t just about keeping score; it’s about creating a platform for growth and improvement. Constructive feedback, when given candidly, can transform the consulting engagement, making it a learning opportunity for all parties involved.<\/p>\n This approach benefits everyone. For external consultants, it provides clear, actionable insights into how they can better meet your organization’s needs. For internal teams, it establishes a standard of excellence to aspire to.<\/p>\n And for the organization itself, it ensures better project outcomes, more productive relationships with consultants (even those not selected for a project), and a consulting team that’s continually striving to outdo itself.<\/p>\n As we wrap up our exploration into the world of internal consulting, let’s crystallize a key insight: internal consultants transcend being merely an alternative to external firms. They represent a strategic asset capable of dramatically amplifying organizational performance. This pivot from an either\/or proposition to a both\/and strategy transforms internal consulting into a dynamic, integral component of your broader strategic execution framework.<\/p>\n By strategically aligning internal consulting capabilities with organizational goals, managing talent effectively, and employing a disciplined approach to project selection and performance evaluation, companies can unlock the full potential of their internal teams.<\/p>\n Moreover, the judicious use of hybrid models\u2014melding the strengths of internal consultants with the specialized expertise of external partners\u2014can yield unmatched results, fostering an environment where continuous learning and adaptation flourish.<\/p>\n Far from a mere cost-saving measure, establishing an internal consulting group is a strategic chess move. It equips your organization with an additional, powerful tool in its arsenal, enhancing negotiation leverage, delivering potentially superior quality and insight on certain projects, and attracting talent that can profoundly impact the broader organization.<\/p>\n In essence, by embracing the strategic deployment of internal consultants, organizations not only expand their operational toolkit but also position themselves for heightened agility, deeper insights, and sustained competitive advantage in the ever-evolving business landscape.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row module_class=”how-conpulse” _builder_version=”4.21.0″ _module_preset=”default” background_color=”#e1e1e1″ custom_padding=”0px||0px||true|true” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.21.0″ _module_preset=”default” global_colors_info=”{}”][et_pb_blurb title=”How Consource Can Help?” image=”https:\/\/consource.io\/wp-content\/uploads\/2023\/07\/lightbulb.png” image_icon_width=”60px” module_class=”b3_blurb_3″ _builder_version=”4.25.0″ _module_preset=”default” header_font=”|||on|||||” background_color=”#e1e1e1″ custom_padding=”40px|40px||40px|false|false” border_color_right=”#ff7700″ global_colors_info=”{}”]<\/p>\n Let consource<\/a> be your ultimate ally in building a high-performing internal consulting team. From conducting an initial spend analysis to comparing ROI with external consultants, consource can provide you with all the essential tools to track progress and ensure success. Let consource guide your internal group towards excellence.<\/p>\n [\/et_pb_blurb][et_pb_button button_text=”Book a demo” button_alignment=”center” admin_label=”Book a demo” module_class=”btn-primary btn-icon” _builder_version=”4.21.0″ _module_preset=”default” button_use_icon=”on” button_icon=”||fa||400″ button_icon_color=”#FFFFFF” button_icon_placement=”left” custom_margin=”||40px||false|false” custom_padding=”10px|10px||10px|false|false” custom_css_main_element=”width:280px;” locked=”off” global_colors_info=”{}”][\/et_pb_button][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Pronto para turbinar seus consultores internos? Descubra como aproveitar todo o potencial de seus especialistas internos e reduzir significativamente os custos de consultoria. Por que recorrer a uma empresa externa quando sua pr\u00f3pria equipe pode oferecer estrat\u00e9gias personalizadas e eficazes? Mergulhe de cabe\u00e7a e d\u00ea aos seus consultores internos as ferramentas para se tornarem os MVPs da estrat\u00e9gia de neg\u00f3cios! <\/p>","protected":false},"author":4,"featured_media":59622,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" [et_pb_section fb_built=\"1\" admin_label=\"section\" _builder_version=\"4.16\" global_colors_info=\"{}\"][et_pb_row admin_label=\"row\" _builder_version=\"4.16\" background_size=\"initial\" background_position=\"top_left\" background_repeat=\"repeat\" global_colors_info=\"{}\"][et_pb_column type=\"4_4\" _builder_version=\"4.16\" custom_padding=\"|||\" global_colors_info=\"{}\" custom_padding__hover=\"|||\"][et_pb_text admin_label=\"Keywords\" _builder_version=\"4.24.3\" _module_preset=\"default\" text_text_color=\"RGBA(255,255,255,0)\" text_font_size=\"0px\" custom_margin=\"0px|0px|0px|0px|true|true\" custom_padding=\"0px|0px|0px|0px|true|true\" global_colors_info=\"{}\"]launch a consulting project launch a consulting project launch a consulting project Embarking on a consulting project might not require the expertise of a rocket scientist, but it does demand a strategic approach and a collaborative spirit. As a project sponsor or manager, success hinges not only on your individual efforts but also on your ability to work seamlessly with colleagues towards a common goal. With a laser focus on maximizing value, we unveil nine essential steps designed to launch a consulting project that will put you on a trajectory of success from the outset.<\/p> So, keep your eyes fixed on the prize\u2014value\u2014and let's delve into the blueprint for a consulting project that promises to deliver results beyond expectations.<\/p> In consulting projects, the adage \"Well begun is half done\" carries a weight of truth often underestimated. Embarking on a change management process at the very inception of your project\u2014specifically, during the project definition phase\u2014is not merely a procedural step; it is a foundational strategy to secure organizational alignment and foster unwavering buy-in. While this approach might not be the norm, its impact on the success of a project cannot be overstated.<\/p> Bringing stakeholders and teams into the fold before the consultants even set foot on the premises does more than just prepare the ground; it sows the seeds of ownership and commitment. By involving them in defining the needs and selecting the consulting partner, you're not just consulting their expertise; you're building their investment in the project's outcome. This sense of ownership is a potent catalyst for success, transforming passive observers into active contributors and champions of the initiative.<\/p> Pinpointing the precise scope, expected outcomes, timeline, and budget at the onset of your consulting project is more than a procedural necessity\u2014it's the bedrock of successful project delivery. This crucial step demands assembling a core team of key stakeholders to forge a consensus on what the project aims to achieve, within what timeframe, and with what financial constraints.<\/p> Even when you're leaning on external expertise to steer the project, the golden rules of project management remain non-negotiable. The first order of business? Identifying the actual challenge at hand and articulating clear, actionable objectives. A common pitfall that derails many consulting projects is a scope that's either too nebulous or ambitiously wide-ranging.<\/p> A well-defined scope acts as your project's North Star, guiding every phase of the sourcing process and ensuring all parties\u2014internal and external\u2014are aligned towards a common goal. By rigorously outlining what success looks like, you set the stage for a project that's not just completed, but completed with a purpose, thereby significantly enhancing the chances of achieving the desired impact.<\/p> Choosing to collaborate with consultants means you're seeking more than just additional manpower; you're looking for their unique analytical prowess, specialized expertise, and superior communication skills. It's essential to channel these talents into tasks that truly benefit from their capabilities. Assigning consultants to menial tasks not only misuses their talent (and your budget) but also risks diminishing their interest and commitment to your project. Such misalignment could lead your initiative to tumble down their priority list, potentially compromising the quality and depth of expertise brought to your endeavor.<\/p> For tasks that require a straightforward boost in manpower or are primarily data-centric without necessitating high-level consultancy skills, exploring freelance platforms like Catalent or TalMix, or even aggregators like Eden McCallum or A-connect, might be a more fitting choice. These platforms offer access to skilled individuals prepared to tackle smaller-scale projects or provide interim support, ensuring you're not over-committing valuable consulting resources to tasks that don't fully leverage their expertise.<\/p> Remember, the scope of your project and the creative leeway you afford in your Request for Proposal (RFP) can significantly influence consultants' engagement and enthusiasm. A project that presents a complex challenge or room for innovative solutions is more likely to attract top-tier consultants and ensure their full commitment, thereby enhancing the overall success and impact of your initiative.<\/p> Launching a competition among potential consulting suppliers isn't just about going through the motions of sourcing; it's a strategic step designed to directly contribute to the project's success. This competitive process serves a dual purpose: it allows you to compare different approaches and pricing, ensuring you have a solid basis for evaluation, and it guarantees that you have a selection of robust proposals to choose from. The true value of this competition lies not merely in the act of comparison but in the quality and relevance of the proposals you receive.<\/p> To achieve this, it's imperative to create a level playing field where all candidates can showcase their best solutions under equitable conditions. This means actively engaging with potential consultants who are not only capable but also best suited to the specific challenges and objectives of your project. Giving them adequate information, time, and context is crucial for eliciting proposals that are both innovative and closely aligned with your project needs.<\/p> Therefore, organizing a competition<\/a> is much more than a procurement step; it's a foundational phase that influences the trajectory of your project. By ensuring all participants have the opportunity to fully understand and respond to your project's requirements, you lay the groundwork for selecting a consulting partner who will not only meet but exceed your expectations, driving your project toward its ultimate success.<\/p> Navigating the initial phase of a consulting project often involves grappling with ambiguous business challenges and undefined project scopes. It's not uncommon to find yourself in a position where the project's viability is uncertain or its contours are not yet fully drawn. This is where the RFI becomes an invaluable tool. By soliciting broad insights and information from potential consulting partners, an RFI can illuminate the path forward, helping you and your organization refine your approach to the looming challenge and foster a collective understanding of the best path forward.<\/p> Utilizing an RFI effectively allows you to gather critical information that can shape the project's direction and scope. It serves as a platform for consultants to share their initial thoughts and methodologies, which, in turn, can spark internal consensus and refine your project strategy. Furthermore, this process offers the added advantage of streamlining the selection process. By assessing the responses to your RFI, you can identify which consulting firms are most aligned with your project's goals and capabilities, enabling you to narrow down the field before advancing to the RFP stage.<\/p> However, it's crucial to approach the RFI process with a mindset of fairness and openness. Ensure that all consulting firms participating in your RFI are given equal opportunity to understand your needs and contribute their insights. This equitable approach not only fosters a healthy competitive environment but also safeguards your organization's reputation by avoiding any perceptions of merely \"picking brains\" without genuine engagement or intent to collaborate.<\/p> Once you've harnessed the insights gained from the RFI and achieved a clearer vision of the project's scope, you'll be in a stronger position to estimate the necessary consulting resources and the investment required.<\/p> When sourcing consulting projects, business lines and procurement each take on distinct, pivotal roles, forming a partnership that\u2019s vital for a successful outcome. The business lines spearhead the endeavor, meticulously defining the project\u2019s needs and painting the broader picture of the underlying challenges to be addressed. They set the stage, articulating the desired outcomes and ensuring that the request for proposals resonates with the company\u2019s strategic objectives. Their insight into the project\u2019s essence enables them to vet and shortlist consultants, further assessing proposals not just on merit, but on the potential for alignment with the business vision.<\/p> Meanwhile, procurement acts as the strategic orchestrator, fine-tuning the needs identified by the business lines and formalize them in the RFP. They scout the consulting landscape, suggesting potential candidates and facilitating an objective comparison based on the business lines' established criteria. With an eye on compliance and process integrity, procurement manages the bid with a keen understanding of the market, pushing beyond the proposals to negotiate favorable terms that marry cost-effectiveness with quality.<\/p> Crafting a timeline for the consulting bid process requires a balance between structure and flexibility. The key is to allocate ample time for consultants to understand the project\u2019s complexities and craft thoughtful proposals, particularly for intricate projects that benefit from a rigorous Q&A period. This dialogue not only clarifies expectations but also enhances the consultants\u2019 ability to respond with precision.<\/p> For smaller projects, a swift turnaround of about one week may suffice. Standard projects typically demand a more generous two-week window, providing a reasonable buffer for consultants to delve into the details. However, for sprawling initiatives such as PMIs or company-wide transformations, extending the response time to three or four weeks acknowledges the scale and intricacy of the endeavor, affording consultants the opportunity to propose truly comprehensive solutions.<\/p> It's also prudent to anticipate iterative discussions beyond the initial proposal submission. These exchanges ensure that proposals are not only fine-tuned but also aligned with the evolving understanding of the project scope and objectives. A well-paced timeline thus serves not just as a schedule but as a framework for cultivating a collaborative and productive relationship with potential consulting partners.<\/p> Requiring consultants to provide a detailed account of the expected workload and governance structure in their proposals is a critical measure for ensuring transparency and enabling a fair assessment of the value offered. This level of detail not only aids in comparing proposals side by side, particularly in terms of pricing, but also sets clear expectations for the depth and breadth of consulting support to be provided.<\/p> It is essential that proposals break down the specific roles and responsibilities your team will assume and the level of engagement the consultants will maintain throughout the project's lifecycle. This granularity helps you discern the intensity of the resources required and the rigor of the management oversight you can expect. A thorough understanding of these factors ensures that the chosen consulting firm's approach aligns with your organization's capacity and that the proposed pricing reflects the true scope of support and collaboration.<\/p> Asserting client leadership in the consulting process is an unequivocal must, ensuring that the engagement unfolds on your terms and according to your playbook. It's paramount to establish from the outset that your organization leads the conversation, setting the pace and framing the content of all discussions. This requires a clear articulation of your process to the consulting firm, mandating a single point of contact who will abide by your guidelines and coordinate all communication.<\/p> In the interest of fairness and transparency, it\u2019s crucial to prevent consultants from independently reaching out to your team members for additional insights, which may give them an undue advantage or result in an information imbalance. Such a protocol not only maintains the integrity of the process but also ensures that all consulting firms operate on a level playing field, with access to the same information.<\/p> Equally important is the adherence to your organization's Terms & Conditions. Your own documentation, reflective of internal policies, should govern the engagement. For example, setting a cap on travel expenses at a predetermined percentage and requiring pre-approval ensures that expenditures remain controlled and consistent with company policy. Applying these stipulations uniformly across all consulting firms upholds a standard of fairness and prevents any biases in the selection process.<\/p>Expertise as the Foundation<\/strong><\/h3>\n
Demonstrating Value<\/strong><\/h3>\n
Sustainability Through Value<\/strong><\/h3>\n
2. Always Working with the Best<\/strong><\/h2>\n
Consulting DNA: Matching Skills to Needs<\/strong><\/h3>\n
Selecting the Right Consultants<\/strong><\/h3>\n
The Make-or-Buy Decision<\/strong><\/h3>\n
3. Leverage Hybrid Teams<\/strong><\/h2>\n
Embracing Competitive Collaboration<\/strong><\/h3>\n
The Power of Hybrid Teams<\/strong><\/h3>\n
Leveraging Strengths for Maximum Impact<\/strong><\/h3>\n
4. Hire Top Talents<\/strong><\/h2>\n
5. Continuous Improvement is a Must<\/strong><\/h2>\n
Performance Measurement is Key<\/strong><\/h3>\n
Creating a Feedback Ecosystem<\/strong><\/h3>\n
The Universal Benefits<\/strong><\/h3>\n
Conclusion: Get the Best from Your Internal Consultants<\/strong><\/h2>\n
launch a consulting project launch a consulting project launch a consulting project
launch a consulting project launch a consulting project launch a consulting project[\/et_pb_text][et_pb_text _builder_version=\"4.24.3\" _module_preset=\"default\" global_colors_info=\"{}\"]<\/p>1. Initiating Change Management Early<\/strong><\/h2>
2. Defining Your Needs<\/strong><\/h2>
3. Creating Excitement for the Project<\/strong><\/h2>
4. Organizing a Competition<\/strong><\/h2>
5. Using the Right Process<\/strong><\/h2>
6. Clarifying the Role Allocation<\/strong><\/h2>
7. Taking Your Time to do it Right<\/h2>
8. Clarifying Workload and Governance in Proposals<\/strong><\/h2>
9. Asserting Your Leadership<\/strong><\/h2>