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.

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

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

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

Questions to develop metrics may include the following 10 inquiries: 1. How will you know we’ve accomplished your intent? 2. How, specifically, will the operation be different when we’re done? 3. How will you measure this? 4. What indicators will you use to assess our progress? 5. Who or what will report on our results (against the objectives)? 6.

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

The buyer is our client, not the organization. A client is a human being, not an inanimate entity.

However, if you demonstrate to your client that the real underpinnings of the issue need to be addressed, you can broaden the project, best delight the client, and, not surprisingly, charge the highest fee.

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