Consulting 2010: Think Hollywood

The latest recession has changed the consulting business model profoundly. It goes beyond slashing revenues. Deep staff reductions have created an unprecedented talent pool of freelancers and contractors. Meanwhile, those who are still employed (or busy as soloists) struggle to staff critical projects. Do you go with your in-house team to keep your numbers up or reach further—inside or outside your firm—to get the pivotal resource that will push the envelope in delivering great client work?

Two words: Think Hollywood. Daniel Pink, in “Free Agent Nation”, writes persuasively about the shift from the organization man (or woman) to free agent. And what better example than Hollywood? I propose it’s time to borrow a bit of their business model.

When Spielberg (or Eastwood or Scorsese) makes a movie, he starts with a key partner(s), usually a producer who manages the money and the business end so he can focus on his vision for the project. The next step is to assemble the key leads. Of course, he wants exactly the right talent for the roles. And while he may have some favorites, the cast never looks exactly the same twice. It can’t—every project is unique.

It’s not just those in front of the screen (client-facing) that matter to a great director. He will choose the cinematographer whose lighting best brings the story to life. The assistant director who creates the atmosphere that engages the full talents of the cast. The crew who can turn a foul day on set into a fun and successful shoot.

What would happen if you staffed every consulting project by only choosing the team that will produce the best possible result? Might you deliver the best, most fun work you’ve ever done? Might it open the door for more of the same? Would you make less money? Or more? Would you produce mediocre work or your best ever? Isn’t it worth it to find out?

What I Learned From David Maister

I read my first David Maister piece in the 90’s. And I was hooked. He was savvy, practical and unafraid to confront thorny issues inside professional service firms.

Recently, David announced his retirement after 30 years serving the consulting, legal and advisory professions. His has been an important voice, a man unafraid to challenge conventional thinking and a giving mentor to many. In his honor, here are the top 3 things I learned from David Maister.

Have the courage to care. It’s the only true inspiration for the discipline you need to invest regularly in your clients, your colleagues and your career. Develop your relationships with clients because you genuinely care what happens to them. Build an expertise because it intrigues you. Mentor a junior associate (or even a senior one) because you are excited by the possibilities. Many advisors learn to check their passion at the door in search of billable hours. Don’t do it!

Be a dynamo. You’ve got a choice. You can be a cruiser, which means doing high-quality work you are good at. Most highly competent professionals cruise at some point. But if you’re not learning something new, you will eventually become obsolete. Instead, be a dynamo. Act as though you’re still in the middle of an exciting career. Have a personal plan to grow your practice in new ways that excite you. Refer the highly repetitive work you can do in your sleep so you can move on to more exciting challenges.

Live your values. Stand for something that matters. Those words you write about mission and values need to mean something—and sometimes living up to them isn’t easy. You might have to say no to a lucrative assignment or ask a rainmaker to leave, or stop doing business with an alliance partner. But you do it anyway, because your values matter deeply.

So, thank you David Maister. May you enjoy a long, fulfilling retirement secure in the knowledge that you have helped so many of us be better at what we do. Anyone else care to share their favorite Maisterisms?

Conversations That Matter

Professionals trying to grow their business often view “selling” as a necessary evil, a fact of life. But what if you could spend less time persuading (and writing proposals that go nowhere) and more time engaging with the right people?

The key is to focus on real conversations that add value and insight to your clients, your prospects and your referral sources--conversations that matter.

Looking to enrich yours? Try this:

Be real. Don’t waste your time trying to be all things to all people. Being clear about who you are and what you uniquely do (and don’t do) is essential. Aligning your stories, actions, and visuals with your sweet spot demonstrates the real you.

Listen exquisitely. Think about it—what happens when someone truly listens to you? You engage. It changes your interaction immediately. Give it a try next time you want to grow a relationship: make your only goal to understand their needs and wants.

Invest in the good. Once you connect with good people (clients, advisors, friends), invest in them and your relationship. If it helps, think of relationships as your assets--invest based on your risk tolerance and for short and long-term growth. Sometimes you sell and sometimes you buy more. But you’re always invested.

Conversations that matter produce client engagements that matter.

Tribal Power

Real change (and thriving businesses) doesn’t happen because someone at the top says it must. It happens when a tribe of like-minded people decide it’s time.

A powerful tribal movement starts with a real idea that generates some sparks. Selling books on-line. Giving away a pair of shoes for every one you sell. Saving children from drowning. Free speech. Health care for all.

The leader(s) tells a compelling story to the right people and things start to happen.

Need some tribal power? Connect the right people. Consider:

Who loves you? Who believes in you and your idea? Make a list and keep it in front of you every day. Your job is to deepen your connections with these folks. They are already believers—make them an essential part of your tribe.

Who are you stirring up? Let’s face it, if you’re not upsetting someone, your idea isn’t tribe-worthy. Who does your service model, your pricing, your technology, your essence--upset? Build on that—and unite your tribe.

How are you connecting people? A powerful tribal leader is a connector around their central theme. Are you telling people about your idea or truly engaging them with what matters to your community? Big difference.

Just remember, courtesy of Margaret Mead, “A small group of thoughtful people can change the world. Indeed, it’s the only thing that ever has.”