The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully (Consulting Secrets Book 1)

I must be an authority on law because consultants always ask me if they could sue a client for stealing one of their ideas. I always explain that although they can sue anybody they wish, the return on resources invested in new ideas is a thousand times greater than a similar investment in lawsuits.

Beating the Brine It was depressing to see what had happened to Prescott, mostly because I could imagine it happening to me. Another way of stating Prescott's Pickle Principle is A small system that tries to change a big system through long and continued contact is more likely to be changed itself. I'm a small person with big clients. And so are ma

One day, some partially filled bottle of Joy will snap you out of your preoccupation with marketing for more money. In a twinkling, you're going to ask yourself, "Is this all there is?" In that moment, your marketing question will be transformed from "How do I get more business?" to "Do I really want to do this?" From

"Of course, I did a good job; I worked hard enough at it. And why did I do it? Because "When change is inevitable, we struggle most to keep what we value most." Illusions Only Make It Worse

Attaching an emotionally charged label to direct attention away from one aspect of a situation is called The Misdirection Method. Labeling the situation as an overrun assumes that the budget was correct. Labeling it as underfunding assumes that the work was done as efficiently as possible. Each label tends to steer people away from examining one as

THE POWERFUL CONSULTANT If you keep amplifying your impact, you'll eventually become a more powerful consultant. Your consulting style will reflect an increasingly complex understanding of your task and will have the following characteristics: • Your task is to influence people, but only at their request. • You strive to make people less dependent

consultant uses missing elements as a guide to action. Other actions might be triggered when the consultant notices, for example, that there are no women in an organization or no people between the ages of 35 and 50, that the project leader shows no regret when talking about people who have left, or that nobody ever talks about the training departm

As I imagine myself in each of these situations, I notice my feelings. I find these fantasy feelings a particularly reliable guide to how I'm going to feel in the actual situation. Based on where I feel best on all sides, I set my price.

So, apparently, there was a Homer's Rule to go with Roamer's Rule: Struggling to travel can make you a stay-at-home. The Most Powerful Force for Change