Alumni Consulting Team (ACT)

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This first phase may be the most important in determining your project's degree of success. Note that this phase is completed before the full consulting team is assembled. During a Sounding Board session, ACT Project Leaders review the organization's original application and then discuss with key client contacts exactly what the ACT team will do to most effectively achieve their goals. The original application may have been submitted as long as a year ago, perhaps by a different client contact; the Sounding Board is a great opportunity to reinvigorate the discussion, clarify goals, and inject new energy into the project.

For a successful project definition, consider these issues:

• Define who "the client" is—Though this may seem obvious, it is important to establish exactly who "owns" the project. The client is not a monolithic being, but a collection of individuals who may have more than one agenda. Project Leaders should speak with the executive director, influential members of the board, and others to ensure that the defined project serves the needs of the organization and has the support of key stakeholders. Be clear on which client contacts will be working directly with the team. Select those with a willingness and ability to see the project and resulting recommendations through to completion.
• Determine the client's wants vs. needs—Allow time for a thorough exploration of the client's wish list. A candid discussion with experienced Project Leaders often elicits the bigger issues behind the symptoms of apparent problems which motivated the original call for help. Sometimes, the client's circumstances have changed since the original application, so feel free to view it only as a guide as you work through the discussion of major challenges.
• Concentrate the team's efforts on what will best add value to the client organization—The ACT team amounts to much more than a source of "free labor" or volunteer help. Generally speaking, successful ACT projects have meaningful impact, are focused on strategy rather than implementation, and can be worked on relatively independently (separate from specific client deadlines and dependencies) and within an efficient timeframe. By working together to understand what constitutes an appropriate and attractive project, the Project Leader/s and client can create a win-win situation in which the strengths of the team can be used to the best advantage of the client. Such a project will be consistent with consultants' interests, unique business skills, and committed time, while at the same time have maximum effect on the organization.
• Set realistic expectations about the ACT process—The better the ACT project process is understood, the less likely the risk of frustration or disappointment if things do not operate exactly as expected. Consultants should keep "MBA-speak" to a minimum in the work plan, and Project Leaders should ensure the plan is understood by all parties before moving ahead. It's wise to build contingencies into the work plan to allow for changes in direction as the team gathers and analyzes information. Focus on work plan objectives and value-add, as the actual form of final deliverables may necessarily change. Most importantly, obtain client buy-in at each step of the process to ensure satisfaction with the team's insights and value-add at the project's conclusion, even if the output is not exactly what was expected or desired.

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During consultant recruitment, which occurs between the first and second phases, ACT staff and Project Leaders match volunteers to a suitable project based on stated interests, skills, and previous project experience. Once the team is matched, it's up to Project Leaders to keep the team together and focused through to completion of the work plan.

Here are some points for Project Leaders and team members to consider:

• Review commitments prior to team kick-off—Once volunteers are assigned to a team, the Project Leader should touch base with each potential team member to review the project, the time commitment required, and the high standards of the GSB. If the Project Leader has developed a certain project management or leadership style, s/he should share this too. Anyone with reservations or severely limited time should reconsider participation at this point, as drop-outs later in the process can impact team morale. Ultimately, it is better to have enthusiastic, committed team members rather than specially skilled, but otherwise overcommitted, no-shows.
• Set realistic expectations with the team—At the first meeting, each consultant should introduce him/herself, and explain relevant skills/experience and motivation for joining the team. After reviewing the work plan together, the team will reach consensus and understanding of the deliverables, methodology, and timeline. If the plan needs modification, this is the time. Work out logistical details, including regular meeting times and location(s), how the group will communicate, and how meetings will be conducted. Then, as a group, develop expectations for the project and each other. Although not a guarantee, these moves increase the likelihood that the team will stay together for the duration of the project.
• Build team cohesion and maintain volunteer engagement—At times, even the most interesting project may not be enough to keep team members engaged for the duration. A typical project has a "sag in the middle" when interest wanes or people "get busy". Everyone needs to feel like a valued member of the team and bonding time is vital, but the project still needs to move along at an efficient pace. It's wise to play to each member's strengths while also balancing assignment of action items as individual availability fluctuates. Quieter members may need encouragement to speak up or to volunteer for tasks. To stay inspired and engaged, always keep in mind the value of the team's work for the client.

During the Project Execution phase, the client should consider the following:

• Learning about you takes time—In most cases, your consultants will be new to your organization. It might take some time for them to catch on to acronyms and terms that come easily to your staff and board. Invest time early in the process to bring the team up to speed quickly to realize the payoff of a successful project. During your team's orientation, share materials in writing and take time to answer questions about your organization's work, sub-sector trends, and acronyms.
• Your involvement is vital to success—In many cases, volunteers set aside a specific amount of time per month for project implementation and schedule other involvements around the project cycle. Show that you value your volunteer team's time by responding quickly to requests for information and prompting your board and staff members to assist the team as needed to move ahead in a timely manner. If you believe the project might be getting off track, discuss your concerns immediately with the Project Leader to ensure that your shared goals will be met in the time allotted. Openness and responsiveness throughout the process will ensure that the team's final recommendations are useful to your organization.

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The ACT office requests the following from Project Leaders in order to officially close a project:

• File final report with ACT Staff—ACT uses all learnings to inform future projects. In addition to your team's final report and supplementary materials, ACT collects one-page project summaries for potential use in the Ask ACT section of the website. Use the Project Summary Template to summarize your project, and send it with your final report to info@stanfordact.org.
• Encourage team members and client contacts to complete the online Zoomerang survey as soon as it arrives—ACT staff will send a brief volunteer satisfaction survey soon after the project is complete. This survey information is vital to ensure an engaged volunteer pool and to help ACT improve its programming.
• Take time to celebrate accomplishments—It's a good idea to schedule a purely social gathering to celebrate the team's hard work. A team dinner, courtesy of ACT, is a great opportunity to recap the project and lessons learned, to validate the team's success in meeting its own expectations and objectives, and to encourage everyone to fill out those follow-up surveys. Before you schedule your dinner, contact ACT for reimbursement information.
• Invite volunteers to continue consulting with ACT—After a positive experience, many members consider volunteering again. However, it never hurts to confirm continued interest and discuss project leadership with those consultants who are ready to become more engaged with ACT. Remind volunteers to stay in touch with ACT by attending annual volunteer appreciation events, read upcoming project announcements online, and leading or co-leading future projects. Share names of potential Project Leaders with ACT staff so they can be included in targeted recruiting efforts.
• Mark your calendar for a 12-month client follow-up meeting (encouraged but not required)—Project Leaders can schedule a meeting to check in on the team's recommendations, sort out implementation challenges, and report the findings back to the ACT office. Invite team members to attend at your discretion.

Additionally, ACT requests the following post-project items from clients:

• Evaluate the process and share feedback—ACT staff will send a brief satisfaction survey soon after the project is complete. This survey information is vital to our long-term evaluation goals and helps ACT improve its programming for other clients.
• Send a letter to Dean Robert Joss, Stanford Graduate School of Business—If you enjoyed your experience with ACT, please share your story with the Dean of the GSB. Sharing your success story ensures that we can provide consulting to many more organizations into the future. Letters of support should be addressed to Dean Robert L. Joss, Stanford Graduate School of Business, Knight Building, 518 Memorial Way, Stanford, CA,  94305 and copied to the ACT office at Alumni Consulting Team, 518 Memorial Way, Stanford, CA,  94305.
• Stay in touch with your team—ACT volunteers find satisfaction in knowing that their work made a positive impact on your organization. Send occasional updates about big successes you have had as a result of your consulting project, and invite team members to your organization's events and performances as they arise. If mutually desirable, use the ACT experience as a springboard for future relationships with Project Leaders and team members.

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