The Consulting Bible: Everything You Need to Know to Create and Expand a Seven-Figure Consulting Practice

When you do find legitimate circumstances for an alliance and a high-potential partner, consider a formula like this to distribute income:

Don’t mistake your need for affiliation with a need for alliance.

It means that the road to celebrity isn’t paved with gold or good intentions, because it’s a road you create yourself.

Too many consultants are struggling well into their careers because they fail to implement this philosophy and strategy. They become immersed in the delivery of their work, don’t market, and then face the feast-or-famine syndrome: Either they have work that they’re being paid to deliver or they are desperately seeking such work.

Unless highly paid people bring in new business, they are not worth the money. Delivery people are a dime a dozen.

Questions for this include the following 10 inquiries: 1. What will these results mean for your organization? 2. How would you assess the actual return (on investment, assets, sales, equity, etc.)? 3. What would be the extent of the improvement (or correction)? 4. How will these results impact the bottom line? 5. What are the annualized savings (fi

Don’t accept all feedback as accurate or valid, but look for consistent patterns and feedback that is supported by evidence and behavior.

Value can sometimes be the same as objectives; for example, profit is both an objective and of high value. But profit has significant and varied impact: more investment in research and development (R&D), larger investor dividends, more favorable repute with Wall Street, building a reserve fund, and so forth.

Since wealth is discretionary time, reducing labor intensity is as important as raising fees.