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

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

One of the primary flaws of unsuccessful consultants is that they accept client wants as the real need.

You derive objectives from the buyer by asking intelligent questions, and not stopping until you have plumbed all available responses. Here are 10 examples of questions: 1. What is the ideal outcome you’d like to experience? 2. What results are you trying to accomplish? 3. What better product/service/customer condition are you seeking? 4. Why are y

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

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!

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?”

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

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