He must put his passion in its place and walk away from those opportunities where he is not viewed as the expert.

One of our new mantras that we will repeat to ourselves and our potential clients is: We do not begin to solve our clients’ problems before we are engaged.

Clients hire us at times of need. We generally solve the most pressing problems at the beginning of our relationships, and over time the nature of our work slides toward the tactical end of our offering. Thus, our positioning with the client changes. At some point we become less of an outside advisor and more of a partner, and then, ultimately, a s

When given a choice to operate from the position of power that comes with deep expertise or to pursue work outside that area for clients who will not allow him to lead, the expert will refuse.

those responsibilities include the need to generate a profit above and beyond the salaries we pay ourselves. It is from this profit that we build strength and create many forms of possibilities for ourselves and everyone involved in our enterprise.

Presenting is a tool of swaying, while conversing is a tool of weighing. Through the former we try to convince people to hire us. Through the latter we try to determine if both parties would be well served by working together.

it is the strength of our processes that drives the consistency of our outcomes.

The psychology of buying is the psychology of changing. Selling, therefore, is change management. The very best salespeople are respectful, selective facilitators of change. They help people move forward to solve their problems and capitalize on their opportunities.

We cannot be in business without embracing selling. We must, therefore, overcome the stereotypes and learn to do it properly – professionally.