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

There are always business outcomes, never deliverables or inputs. They describe a component of an improved client condition. Hence, these cannot be inputs, because a training program or a focus group does not improve the client’s condition, per se; it merely costs money!

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.

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.

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

The need is almost always beyond and above the stated want. If you simply satisfy the client want (no value distance) or advance it slightly (small value distance) your value is not very great.

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

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.”

A consultant is someone who improves the client’s condition by providing skills, behaviors, content, advice, experiences, and other factors unique to that individual over a designated time. The consultant is a peer of the buyer and creates assignment parameters in consultation and agreement with the buyer. The consultant provides intellectual capit

too many people are busy earning so much money that they are actually eroding their wealth.