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

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

How do you create this when you’re reaching out and have no prior relationship? You find what’s in your buyers’ self-interests. Do they publicly support a certain charity? Are they fans of a particular sports team? Are they family oriented? Do they travel for pleasure? Do some homework, and evolve your approach through such emotional triggers.

Don’t bundle. When you call a plumber, the plumber doesn’t say, “And while I’m there fixing the drain, I can also caulk the tub and regrout the tile.”

Emotional support cannot be virtual, and it’s the most important support in any consulting practice, whether nascent or mature.

The more you cater to what’s in it for them, the more successful you’ll be in holding their attention.

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

I submit to you that the diagonal represents the power in consulting: the consultant who can apply and transfer skills and who also has an impressive ability to tackle content areas. That person becomes a collaborator with and partner to the client, and is far more valuable (can demand higher fees) than either colleague at the maximums of the other

“How do you know it shouldn’t have been 34 percent?”

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