Articles for consultants:
Why Be A Consultant?
How Consultants Succeed In All Economies
Marketing Your Consulting Services
Some Thoughts For New Consultants
Traits Of The Successful Consultant
Consulting Firms: One Size Does Not Fill All

 
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Why Be A Consultant?
by Linda Banks

People become consultants for many different reasons. Some literally fall into consultant work when they have no other options – others retire from the corporate world, but don't really want to retire from work..and still others decide to become a consultant on purpose.

Any regular person can become a consultant if he has the experience, knowledge or skills within a certain industry, an ability to sell their work, and good people skills. Above all else, there has to be an impetus within one’s own life to make the start into consultancy. These reasons can include the following:

A desire to work
Some very successful consultants started their consulting career after retiring from somewhere else. Yet - they still believe they have something very important to contribute to society and want to remain active in the work force. Air Force Veteran John Sullivant was one such individual. He retired after 25 years serving in the military and has been a very successful consultant with more than 20 years on his own.

Other consultants may have started their own business because they were laid off or the company they worked for went out of business. Whatever the reason, many consultants simply can’t stand the thought of getting up every morning without something beneficial to do.

Helping others
Some individuals understand just how vast their knowledge is and want to contribute to other’s successes. Marsha Marinich has been the owner of two separate consulting businesses, the first lasting more than 20 years. Her rationale for starting a second business and staying in the consulting game is that she understands how much the business landscape is changing and wants to be part of other businesses successes.

Part of what makes an individual a good consultant is the ability to see themselves as contributors in their customer’s success and then being able to back out again when their skills are no longer needed. This means an ability to remain a separate entity while collaborating for the term of the project.

Be your own boss
Many consultants have their own vision, which can vary greatly from the vision a corporate boss might have for them. For this reason or simply because of a natural desire, many consultants simply want to be in charge of their own career.

For many consultants, not only is the sky the limit but they are also the person who gets to define what success means to them. There are no other bosses stating that success means double-digit growth, a 50% increase in sales or a new acquisition. Each consultant can define what success means to them – some create this definition as being able to pay the bills and others may define it as gaining five new customers.

Wanting different challenges
David Duda states it best: “I’m a little bit of a gypsy at heart.” Not everyone wants to go in to work every day and do the same thing for the same customer in the same manner. Some people like the challenges new customers may bring and enjoy finding those projects that are simply the right fit for their own skills.

Successful consultants also say that it’s no shame to bow out of a project if it’s not going to be beneficial to them or their ability to meet their goals. And – if a consultant wants different and unique challenges, then turning some projects down because they don’t meet this goal is OK. Remember..you're the boss!


How Consultants Succeed In All Economies
by Julia Taylor

Economic trends are constantly changing, yet one market remains sufficiently flexible to keep a step ahead; the consulting industry. Whether the economy is strong or weak, the best consultants seem to find a market for their services...and those services will evolve and adapt through time. What is the difference between consulting and other professional fields? How can consultants survive and even thrive in all economies?

While many consultants seem to thrive in all economies, they do not operate the same in differing economic conditions. Take Brian Lipstein of Henry A. Davidsen as an example. His consulting firm has two focuses. The first focus is on traditional image consulting, and the second is custom clothing. When the economy is strong, Mr. Lipstein’s clients can afford to invest more in their wardrobes. “This is when we try to push higher end lines and get our clients to invest in longer lasting pieces. Luxury is important in a strong economy,” stated Mr. Lipstein.

When the economy is weak, Mr. Lipstein changes focus. “This is when we focus on image consulting. Our clients need the help of a professional to beat the competition. We assist by adding credibility to their image which helps them land the job faster.”

Dr. Ralph Parton of Business Information Group, Inc., shared a similar experience. His firm, which focuses on information technology consulting, also changes focus for different economies. He said, “When the economy is strong we go back to offering the basic services, such as network security, upgrades, and replacing obsolete equipment.” When asked what the firm focuses on when the economy is weak, he stated, “We start to look at efficiency. What can we develop to enable our clients to continue their mission but reduce operating costs? What can we automate?”

Lisa Nirell of EnergizeGrowth took a slightly different view. EnergizeGrowth focuses on helping privately held professional services and technology companies that want to dramatically grow or ultimately sell their businesses. She said that her team did not change focus when economies changed, but rather her clients did. “In a booming economy we find that a lot of companies are more proactive about trying to do better and improve areas of waste to boost profitability and boost valuation to command a good sale when they do sell.”

“In a recession we find that it’s much easier and faster to separate the paranoid buyers from the recession-proof or growth-oriented clients.” Ms. Nirell went on to say that during a recession, “my team is better able to discern between the ‘stuck in the mud’ people and separating them from those who see the value in what we can offer and are willing to invest in what we offer.” Ms. Nirell is the author of an upcoming book entitled EnergizeGrowth NOW: The Marketing Guide to a Wealthy Company and a Healthy Life.

Barry Maher of Barry Maher and Associates indicated that a shift in the economy meant a shift in marketing focus for his firm. He said that when the economy is poor, “we work harder. When things are going really well the fact that I am a speaker generates enough business to keep the calendar full. When the economy is not going well, we need to do more publicity and approach our regular clients more frequently. We simply keep my name in front of them.”

These experts all expressed one similar thought. While economic problems do not mean failure for a well-run consulting firm, they do indicate a need to emphasize certain services and tune up the firm’s marketing plan. Whether the focus changes from one service to another or from one type of marketing to another, economic changes have a direct effect on the day-to-day business operations of the best consulting firms. Just as consultants encourage client flexibility and an open mind, successful firms will embrace these same characteristics and use them to grow and develop their businesses. In other words, the only constant in the consulting business is change!


Marketing Your Consulting Services
by Linda Banks

Becoming a consultant can be a very rewarding experience. But – it takes gaining new sales and building a wide customer base to become successful over the long term. And this means you must be able to effectively market your services.

When it comes to marketing your services, your goal should be to show your potential customer base that you are the solution to their problem, the knowledge expert for their business and the one to turn to with questions. This article deals with how some long-term consultants successfully marketed their services.

Proof of quality
Most experts agree – the first step in successful marketing is to have documented successes of your expertise before any long-term marketing plan will work. When it comes to the first word in successful marketing, David Duda from Newcomb & Boyd states it best: “We focus our efforts on quality and quality assurance."

Many times, new consultants don’t have a client base for referrals, so new consultants can highlight their experience working for a previous employer. John Sullivant, a successful 20 year veteran in security consulting, worked 25 years for the Air Force before taking his expertise to the commercial world. He used what he learned in the Air Force as the foundation to highlight why he is the expert to use for security-related projects.

Networking
The second most successful tactic is networking. Every long-term consultant has some type of marketing plan that deals with relationships. These relationships include complementary relationships with other consultants, individual relationships with professionals and organizational relationships with businesses. George Phares, a successful consultant with more than 13 years experience states, “Consulting is a relationship business and people are going to choose your services, or not, primarily based upon the relationship that you’ve got.”

Here are some of the ways successful consultants build new relationships:

Join Organizations. Select a few organizations that involve your expertise and have a wide potential customer base. Don’t just get your name on the membership rolls – become involved and be active, but not pushy, in promoting your expertise and highlighting what customer needs you can meet.

Speak at Conventions. Public speaking is a great way to become a recognized expert. Search for conventions who have issued call-for-speaker notices where your expertise might be useful to the attendees.

The web
Be sure to maintain an informative, constantly updated website for current and potential clients to visit. Feature recently articles and/or reports and be sure to present your services in a well organized, attractive manner. You may choose to further promote your firm on the web via online directories.

Marsha Marinich, who started consulting in 1980, uses electronic communications for potential and current customers. The value of newsletters and blogs help to disseminate information and let people know that you are the knowledge experts. She calls this “Consistent and Persistent Communications," which is designed to subtly remind the potential client to call you when they have a need you can meet.

Referrals
Referrals are another marketing tool used very often by successful consultants. As a consultant, there is no harm in letting your satisfied customers know how much you appreciate their referrals. More likely than not, your own customers also use referrals to gather new business contacts, and they will be happy to cooperate with you.

Cold calling
Every single long-term, successful consultant states that cold calling doesn’t really work. It can keep you very busy and make you feel like you are doing something every day, but the fact is that the results just aren’t forthcoming.

Print advertising
Direct mail, magazines and newspapers advertisements can work, but only if you can directly target the type of customers who would use your services. If you are an IT consultant specializing in building secure networks and can place an ad in a magazine devoted to IT network security, then it might work well. Otherwise, save your time and energy for more useful advertising methods.

Some Thoughts For New Consultants
by Harry Stevens

If you’re planning your debut as a consultant, this is a very exciting time. Chances are, the process will be exhilarating and probably a little exhausting! So many questions must be answered…what services are you qualified to provide, what will be the business name and legal form (sole proprietor, LLC, corporation, etc.), development of a website, the location of the office, staffing requirements, and how will your services be marketed. In short, you need a business plan. Your plan will be a detailed road map for your safe navigation through this process and will define all pertinent aspects of your firm. It’s the “who, what, when, where and how” of your business. When complete, it will form a coherent definition of your consultancy and how it will succeed.

Of course, essential to your success is the ability to be honest with yourself about what services you can competently provide your clients. One promising note for new consultants, you don't need to work in the field for many years in order to succeed.

According to Brad Starr of the firm Partners in Leadership, "It's somewhat of a fallacy to think that 10, 12, or 15 years of experience brings value. Value is the ability to make expectations." He adds a few more consulting fundamentals, "You have to have some sort of snapshot or framework before going onsite in order to understand the desired results. Find out what is getting in the client's way. Have a clear set of expectations from the beginning and talk about milestones."

It’s important to evaluate the situation at hand and tailor your services based on what you observe. If, by necessity, you’re getting involved in an area in which you have less experience, but can help, be honest. In this case, Starr says, "It is wise to state up front that you're not an expert and that you're not going to pretend to be. Observe and state what you see."

When consulting, you are technically speaking from your own experience and knowledge, but you must have a willingness to listen to be a good leader. Adrienne Sigman, who is also employed with Partners in Leadership, says "You must be willing to be coachable. Be willing to receive feedback." Starr adds, "Effective leaders are those who continue to learn."

As for the perks, Starr says, "It is the relationships. There's a nice element of the consultant/client relationship that’s fun to explore. You walk away from a consulting assignment and call that person a friend, a contact, a referral." Also, Starr feels that flexible scheduling is a benefit and that the lifestyle is rather rewarding because you have the opportunity to meet new people and see the world. Then there is also the pay factor. The compensation can be very good, but Starr implores new consultants to make sure you’re paid what you are worth.

After preparing your business plan and physically setting up your firm, you’re ready to start marketing to potential clients. You should consider joining and participating in professional organizations like the IMCUSA and others, write articles, and network as much as possible. This will get you on the right track and put you in the best possible position to succeed!

Traits Of The Successful Consultant
by Linda Banks

Ask ten successful consultants what made them successful and likely as not you’ll get ten different answers. But – delve a little further and you’ll find that one thing stands as the foundation of success: Loving What You Do.

Loving what you do helps consultants weather the storms, the downturns and the slumps that come with any business opportunity. That’s because each consultant understands their personal priorities related to their goal to work as a consultant is placed before other personal goals. Given this, let’s look at what four successful consultants have listed as keys to their own success.

Marsha Marinich believes in innovation.
Marsha states that she believes in never accepting the status quo. Innovation to provide newer and better solutions to client’s problems helps her to increase her level of service and grow her level of products.

A customer’s needs never remain stagnant – they continue to evolve and change as their industry changes, the laws change and their own customer’s needs change. Therefore, the consultant must be able to continually evolve as well.

George Phares believes in tenacity.
The willingness to overcome struggles in order to meet your goal is a primary success factor for George. He believes that consulting can be a very scary business because you can go from flush to bust very rapidly.

Having the tenacity and sense of self reminds you that you are good enough and smart enough to succeed, if you can only hang in there. In addition, even when times aren’t tough, it’s still sometimes hard to go into a room of people you don’t know, develop a relationship, find out what their needs are and sell that you can serve these needs in the most and most efficient manner.

John Sullivant believes in flexibility.
John has seen new consultants fail because they limit themselves to one specialty and won’t learn anything new. It’s very important to gain experience across a total spectrum of an industry or service.

This means that continuing education and a willingness to try something new that stretches your boundaries can help you become successful. Keep up to date with new information, learn new skills and gain new experiences.

John Strauch believes in patience.
For John, it took at least five years to make the kind of money to fully support himself and his family. This is actually a very common occurrence - many successful consultants have started their business more than once or may take several years to achieve financial independence from their efforts.

It also helps if your family is supportive of your decision. Since your family can be impacted by your decision, it is always important to bring your family into the decision making process and plan for both the changes in each business cycle.

If you are just starting out as a consultant, take a few tips from the pros. Love what you do, be creative, be flexible, be tenacious and be patient. And your view of success can be within your reach.

Consulting Firms: One Size Does Not Fit All
by Sarah Beth Rutger

Every consulting firm is unique, and one important way in which they differ is size. Firms range from one consultant and a few support staff to large teams or divisions of professionals working together to reach the company’s goals. How do you determine how large your consulting firm should be? Does bigger always mean better in the world of consulting?

Some consulting firms have few team members. Barry Maher of Barry Maher and Associates is a soloist. He runs his successful business with him and his assistant alone. When asked if he would ever anticipate hiring more consultants in the future, he answered, “It’s possible. There are times when we generate more income than we should, so it gets pretty crazy.” On the other hand, Maher says, “Almost anything I might hire someone to do, I can do, so it may not be necessary.”

Lisa Nirell, author of the upcoming book EnergizeGrowth NOW: The Marketing Guide to a Wealthy Company and a Healthy Life and owner of EnergizeGrowth, (www.energizegrowth.com) had a different hiring philosophy. She currently has three consultants and a team of professionals working with her, including an assistant and a web designer.

When asked how her company evolved I size, Ms. Nirell said, “I am a big fan of collaboration. I know that I don’t have all of the answers, and working on my own can be very isolating and lonely, so having people that I can trust and bounce ideas off of is priceless. I am very clear that there are things that I am not good at, so I look for people that make up for all of my deficiencies.” She also indicated that she was always open to hiring more team members if they helped her compensate for her weaknesses and make her business stronger.

Sometimes a limited team approach works best for consulting firms. Brian Lipstein of Henry A. Davidsen works with just one other consultant, the co-founder of his company. Mr. Lipstein stated “we started the company and can handle it on our own right now. We both have the same entrepreneurial mindset.” When asked if he would hire again in the future, he stated that it was entirely possible, but “finding someone who is the right fit is important. That, and finding the right person when we have the time to invest to train them in our business style and practices.”

Of course, there are larger consulting firms out there as well. Dr. Ralph Parton of Business Information Group, Inc., runs a firm that currently has 16 professionals on staff, and that includes the two owners. When asked why he has that number working with him, Dr. Parton said, “We’ve grown over 10 years. As needs grow, we add employees.” Interestingly, the firm has downsized, but not due to a lack of business. “We had 24,” said Dr. Parton, “but we automated our business and don’t need more than 16 staff members now.”

When asked if he would hire more staff in the future, Dr. Parton indicated that it would depend on the sales level of their newest product, a digital pen that professionals can use to capture written words as electronic documents. “If that happened, we may possibly hire another engineer and another software programmer.”

So one size does not fit all when it comes to consulting firms. The size of the firm often depends on its focus as well as anticipated growth. One thing is clear. These professionals insist on hiring people who understand their business philosophy and share their vision for the future.

Copyright © 2008, Frost Publications, Inc. All rights reserved.