Consulting Chick Insights

Follow My Blog To Its New Location

2010-10-10T13:19:00.000-07:00

Please join me in our new location, effective October 10, 2010:

http://rochellemoulton.com/the-be-unforgettable-blog

You can sign up for email delivery or RSS feeds there so you won’t miss a post. And, all of the entries back to August 2009 have been duplicated for your reading pleasure.

Let's be unforgettable together!

Dolphins, Whales and Sharks

2010-10-10T13:17:00.001-07:00

One of the challenges of professional advisors is seeking out the right clients for our talents and business model. We often get seduced into chasing the big name or the bleeding-edge project, only to shake our heads in disbelief once we’re in the midst of the work.

Try thinking of your target clients as dolphins, whales or sharks.

Dolphins are highly intelligent, social (in small groups) and nimble. When the situation warrants, dolphins will merge their pod (about 12 dolphins) with others. Dolphin clients naturally collaborate and thrive in team situations. They will seek out advisors who are adaptable, nimble and smart. They aren’t cheap, but highly value conscious.

Whales are smart, but their sheer size makes them ungainly. They don’t maneuver easily, but when they do surface it is unforgettable. Like dolphins, they travel in pods, but do not routinely join larger groups. Whale clients tend to be large, entrenched organizations. Their functional leaders often don’t collaborate outside their team. Whales gravitate to advisors with big, complex project expertise and tend to pay accordingly.

Sharks are equally maligned and celebrated (Shark Week anyone?) They can be fascinating to watch and yet turn deadly on a dime. Some are highly social and others solitary hunters. Shark clients must be engaged very deliberately. True collaboration—even if you hold the key to their success—is not in their DNA. Sharks want to win and may well sacrifice you if it buys them their end goal. Not terribly price conscious, they are drawn to advisors who can draw a straight line to their prize.

Dolphins, whales and sharks. Who is your ideal client?

Do Unto Others....

2010-10-03T14:00:00.000-07:00

Your mother probably told you to “treat others the way you’d like to be treated.” But she got it just slightly wrong. The best advisors treat their clients the way the client wants to be treated.

Think about it. Each of your clients is an individual with distinct preferences for communicating, leading people and managing their business (not to mention their advisors).

No, you needn’t bend to every wind. But have you built in enough flexibility in your style and business model to meet the needs of your core clientele? Side benefit: as you adapt better with your clients they in turn want you around more often.

Let’s say you tend to be a flowery communicator. You’ll never use 1 word when 8 will do. But your client is a “just the facts” kind of guy. Are you defaulting to your style or do you try to speak (and write) in language he can digest quickly? And are you paying attention to the verbal and non-verbal cues he is sending? If you make him work too hard, he’s likely to look elsewhere.

Perhaps your client is a hands-on, collaborative leader who enjoys intense team discussions about the issues you’re addressing. You prefer to deal with her one-to-one and chafe when you must engage with group dynamics. Without a little adaptability, you run the risk of your discomfort costing you larger engagements and a bigger playing field.

Or, perhaps you’re a coach and you’ve developed a structured call/fee system as your core business model. What about potential clients who aren’t so structured but could use your services? Are you going to make them adopt your work style? Getting creative to develop profitable new ways to serve this market can bring more clients to your door.

It’s not about changing your business model (or who you are)--it’s about staying flexible.

Top 5 Reasons To Blog (Or Not To Blog)

2010-09-19T15:17:00.000-07:00

Professional advisors are a unique class of bloggers. We essentially sell advice for a living. We (rarely) make money from advertising, nor do we really want to. Blogs for advisors are often a distribution channel for thought leadership and—done well—a piece of our sales funnel. So the big question is: to blog or not to blog?

I’ve assembled a list of the top 5 reasons for both. Take a look and share your additions, deletions and comments.

Top 5 Reasons To Blog

You've got a clear point of view. As an advisor, you should have a clear, compelling POV to serve as your blog's organizing theme. Every post relates in some way to your core beliefs about how your clients can be successful.

You write regularly. No exceptions. Pick a schedule that works for you (a minimum of 2x/month) and stick to it. No matter what client emergency comes up. Why is consistency so critical? Because readers—future clients—make snap judgments about your reliability from your posts. Don’t let them view you as flighty or unreliable.

Your return (financial, PR or otherwise) warrants your time investment. Be clear on your goals, time commitment and desired outcomes. You won’t reach your goals overnight, but monitor your metrics. This is an investment in your future and you want to make it worth your while.

You know it’s about your audience. Look for new ways to present ideas that will engage your readers. If they make comments, write back! They have taken some of their valuable time to connect with you—don’t blow it now. I’m still waiting for a so-called PR blogger to engage in a conversation he started—6 weeks later!

You hold yourself publicly accountable. Not only do you publish regularly, but you are willing to be accountable to your readers. This means that you don’t just promote your blog, you own up to mistakes and deal with critics (and trolls) effectively.

Top 5 Reasons NOT To Blog

You sound like everybody else. If all you have to say is a regurgitated version of someone else’s content, you won’t be successful in the blogosphere. Find your authentic voice and share it. Hint: It may take a few posts—with feedback—to find the voice that best suits you.

You insist on putting your political or religious views front and center. Just don’t. You’re not a political or religious blogger, this is about your business. Your goal is to draw the right clients to you, not to convert someone to your religious beliefs. Stick to your expertise and insights.

Your writing doesn’t cut it. Long, jargon-packed sentences will not help you demonstrate your expertise. Since I have yet to meet a professional advisor who believes they are NOT a good writer, get a 2^nd opinion! Or a very good editor.

Public criticism makes you wilt. Frankly, this could be all the more reason to blog—you need to toughen up and get yourself in front of a larger audience. But if you have all the work you can handle and don’t want to deal with this particular fear, simply abstain.

You never met a rant you didn’t like. We’re talking turning a mild-mannered, smart advisor into a raging beast. Haven't you witnessed emotion-fueled rants in blogs and various social media? The only thing rants bring you is fellow ranters. Is that really how you want to grow your business?

Blogging. Not for everyone, but a clear opportunity to spread your word. What would you add to the lists?

Specialty Of The House

2010-09-13T10:40:00.000-07:00

Imagine your clients choosing you the way most of us choose restaurants. They decide what they’re in the mood for—sushi, deli, pizza. Or maybe it’s that special occasion, break-the-bank meal. And then they consider where they’re likely to find exactly what they want/need.

If you own a restaurant, you want your clientele to say “I want Canter’s Deli”, not “I want a sandwich.” Ditto every other top-of-their-game restaurant from Fatburger to The French Laundry. Draw your clients to you in the same way. Make your offerings clear, compelling and uniquely distinct.

Choose your category. What kind of restaurant are you? Unless you’re a category-breaker, you’ll slot into a niche—haute cuisine, burger joint, seafood shack, food truck. Look around you and see how many others claim your category. Chances are, clients are surrounded by good choices. You’ve got to make yourself stand out.

Narrow your appeal. Will you focus on an ethnic cuisine or perhaps steak or seafood? Are you all about romantic corner booths, a spectacular view or whacking crabs with a mallet? Do patrons come to you for a raucous good time or are they serious foodies worshipping at the latest mecca? Narrowing your appeal lets those who will love you find you faster.

Discover your specialty of the house. Your clientele will tell you what they come back for. And it may be more about their waiter remembering their name and favorites then about your clams casino. It’s about their complete experience, which any successful restaurateur will tell you includes price, service, ambience and location.

So ask your clients why they choose you. Dig for the truth. And use what you find to let the rest of the world know your claim to fame.

Tilting At Windmills

2010-09-07T11:54:00.001-07:00

Remember Don Quixote? He was busy attacking windmills while imagining himself fighting giants. He believed he was achieving a grand and glorious vision as he ignored reality.

It’s a risk we all run when we’re trying to stake our territory in a fast moving, challenging economy. Instead, ask yourself some key questions.

Who am I competing against? Is it really competitor A, B or C? Or is doing nothing your real competition? Let’s face it. For lots of services, inertia is a powerful thing: financial advisors, accountants, actuaries, estate planners. Why should your client make a change? Maybe the real fight is getting them to know they must act.

What is your financial truth? I spoke with someone recently who was consumed with determining his ideal billing rate. The problem? He had no idea where his next project was coming from. The issue wasn’t his billing rate, but his pipeline. Focusing on rates gives him something to obsess about while he busily ignores the elephant in the room.

What’s your sweet spot? Which clients and what work best suit your talents and passions? How front and center are they in your daily interactions? Beware of defaulting to what comes to you. You may quickly find yourself getting wrapped into elaborate time-sucks outside of your sweet spot. Before you know it, your productivity is down and your fun evaporates.

Tilting at windmills didn’t serve Don Quixote. Don’t let it seduce you.

Creativity Meets Courage

2010-08-30T11:08:00.001-07:00

I had an interesting discussion Saturday with playwright (and producer, director) Del Shores just before seeing his newest work “Yellow”. Del is known for comedy with a southern twist and has several hit plays and movies plus a TV series (“Sordid Lives”) under his belt. He is a creative wizard who also has the chops to successfully produce his work.

Listening to his story, I was struck by how much courage is required to put his work on display. Noted playwrights draw noted critics. And yes, their critical acclaim can fill the house. But the right thumbs down can also tank a fledgling project.

Del was exceedingly candid about the challenges of putting his work out there every day for others to critique. And—while most of us work from a quieter stage—I found his lessons worth sharing.

Let your work evolve. Del is known for comedy, yet his newest work deals with heavy emotional issues. What makes it so “Del” is weaving his unique brand of southern comedy into a tragic story: we were alternating deep belly laughs with copious tears. Dramedy anyone?

Be confident. Oh, and if you aren’t always feeling it? Take a deep breath and put your work out there anyway. Most smart, talented people doubt themselves at some point. Combat that by surrounding yourself with inspiring allies--you’ll catapult yourself just to keep up. Nobody benefits when you keep potentially great ideas under a rock.

Touch everything important. Del drops by the front office to check ticket sales. He gathers his actors before every performance for an inspiring huddle. He gives memorable press interviews—no shrinking violet here. And he stands at the exit (think Father of the Bride), listening to outgoing comments and connecting with theatre lovers. He promotes with gusto and an open ear.

So. Has your creativity met with courage yet?

What Do Award Winning TV Commercials and Consultants Have in Common?

2010-08-20T17:10:00.000-07:00

You can learn a lot in a year. I sure did.

This week marks a year since I started blogging weekly (initial audience: 3.) Lessons learned are worth sharing, which I’ll do in a future update.

Instead, this week, I’d like to re-share my first post (with apologies to the much-appreciated initial 3) because I think the message still resonates a year later.

Click here to take a look.

Let me know what you think…….

Launching The Emergency Slide

2010-08-16T10:57:00.000-07:00

There’s been lots of chatter last week about a certain flight attendant launching the emergency slide inappropriately. Which begs an interesting question: When should you deploy yours?

Drama aside, sometimes it’s appropriate to make a hasty exit from your client.

You (or your team) don’t get no respect. I’m not talking about checking a blackberry during a meeting, but hard core bad behavior to you, your team or your client’s team. Belittling, berating or threatening are not OK. Cut those folks loose if you can’t immediately turn them around.

Ethics have taken a holiday. Sometimes, big change (think mergers, layoffs, bet-the-career lawsuits) tempts clients to do things they’d never consider under other circumstances. Help them get their bearings back and coach them through hard change but don’t follow (or tacitly support) their ethical lapses.

The dog ate my homework. You’re working on a critical project that requires collaboration with your client—data access, emails, approvals, meetings. There’s always an excuse why something can’t be done by the due date (often including getting your bills paid.) This is a client who frequently fails—don’t let them torpedo your work.

Launching the emergency slide—sometimes, it’s the best option.

Backwards In High Heels

2010-08-08T13:07:00.000-07:00

Famously said of Ginger Rogers: She did everything Fred Astaire did but backwards and in high heels.

Not so different from boutique firms and independents competing against the big guys. Like Fred and Ginger, the best make it look effortless while working constantly on their footwork.

The key is to play to your strengths and highlight the things you deliver that the global behemoths can’t touch. For example:

Make technology work for you. Gone are the days when big meant the best technology. Small means nimble (not to mention you can squeeze a nickel until the buffalo screams.) Embrace new (cheaper) technology while the big guys waste months hammering it out in committee. You—if you’ve got the chutzpah—can now be first to market.

Inject your personality. You can afford to be a little cheeky in order to stand out. Don’t fall into the trap of saying “it’s our service, our people, our technology”. Blah, blah, blah. Show them instead. Let potential clients see you and your team as real people. Demonstrate who you are and what they can expect from you.

Put your stamp on everything. Whether you work solo or lead a group, make sure your beliefs and practices are woven into everything you do. Proposals. Social media interaction. Blogs. Referrals. Billing. Making calls. Responding to help requests. High touch means high regard (and deeper relationships).

So give it a try: release your inner Fred or Ginger.

Are You Just Clucking?

2010-08-02T10:35:00.000-07:00

There is an old farm expression: “I can hear you clucking but I can't find your nest”.

The 2010 version: There is a whole lot of clucking going on instead of real, move-the-needle conversations. Social media seems to goad us into speaking when we have nothing—really—to say. Beware of three cardinal sins:

Shameless self-promotion. You have information that will help clients and prospects solve problems. That is NOT shameless self-promotion. We veer into shameless territory when we lose sight of how the reader will benefit. Give them wisdom or make them think—or laugh—but don’t bore them with your irrelevant minutiae (give foursquare the boot.)

Ignoring publishing standards. Self-publishing is a great invention, but not if you don’t hire yourself a rock-solid editor to save you from yourself. Editorial gaffes scream amateur. And your blog or newsletters? Typos demonstrate that you don’t pay attention to detail, or worse: that you don’t care about the quality of your work.

Incivility. Snarky can be lucrative (Bill Maher anyone?) but it’s a niche suitable for very few. Engaging in spirited—but respectful—conversations forges new relationships and creates break-through ideas. Your mother was right—manners matter.

So go ahead: promote, write, push the envelope. Just don’t be clucking with the other chickens.

Boost Your Presence

2010-07-26T10:11:00.000-07:00

Presence. That indefinable but immediately recognizable quality that compels you to pay attention.

It’s not about being loud or self-centered, but about quiet confidence. Clarity. And knowing your value without having to convince everyone you meet.

Increasing your presence is actually easier than it sounds. Master these simple habits to boost your presence:

Speak thoughtfully. Instead of--live or online--jumping into every conversation with your point of view, choose wisely. “A fool may talk, but a wise man speaks”. Being thoughtful is good, perhaps more so with so many channels now surrounding us with noise.

Engage. When you do speak, make your primary goal to understand the other person. Even if they never ask you a question, they will remember you as “that brilliant conversationalist”. That’s how rare and valuable it is to have someone listen to and understand us.

Align your outside with your inside. Quiet, studious, technical professional? Wear sober, great-fitting clothes (no wrinkles, spills or tatters) appropriate to your industry. Add one unusual detail as your signature. An eye-catching pair of glasses. The perfect pair of statement shoes. A bold pocket square. Just be sure it truly fits you.

Boost your presence, boost your impact, boost your audience.

Your Edge: Not Always What You Think

2010-07-18T14:55:00.000-07:00

Your edge. It’s what the marketplace values most about you (and your firm). It’s why clients hire you and your tribe refers you. Are you clear on yours?

A lot of professionals assume their expertise is their calling card. You are an amazing corporate bankruptcy attorney. The expert on executive compensation. The wizard of SAP implementations.

You may indeed be a genius in your field, but few clients refer you solely on your expertise. One notable exception: when they need a “bet the company” solution and personality becomes secondary to immediate, tangible results. Or, you’re a brain surgeon.

So unless you're in that rarified territory, your edge is not your expertise. It's just the price of admission.

Your real edge is how you do what you do. Not your methodology but your humanology. Are you genuine? Do you really care about the results you’re creating? Are you likable (but not a sycophant)? Do you use humor effectively? Do you get clients the answers they need and help them feel good about working with you? Even when—especially when—you’re doing tough, game-changing work?

What's your edge?

Making Your Star Turn Work

2010-07-12T11:59:00.000-07:00

Most of us in the advisory professions get our moment(s) in the spotlight at some point. Whether it’s because you’re leaving to try your chances with another team or you’re announcing a bold new adventure—you want to make sure your real message gets through.

Need some reminders for your star turn? America’s latest PR-spectacle—this time in sports—has given us a few.

Deliver the bad news—I don’t want to stay in Cleveland, come to New York, etc—personally. They’ll still hate your decision (maybe even you), but you’ll know you did your best to honor your relationships and your past work.

Praise in public, critique in private. Now is not the time to diss the losers publicly. Nerves are raw. Yes, you can let off steam with a few friends—that’s what they’re for after all. But with bloggers listening and cameras rolling? Not so much.

Keep great advisors, but ditch the entourage. Great advisors give solid advice that you can act on. An entourage tells you what you want to hear. They convince you to refer to yourself in the 3rd person. Before you know it, your true, irreplaceable audience starts to slip away.

At the end of the day, we all make decisions that are right for us—taking some slings and arrows comes with the territory. When it’s your star turn, HOW you deliver the news speaks volumes.

What Fuels You?

2010-07-06T14:39:00.000-07:00

Life—and work—runs better with high octane fuel. The inevitable bumps in the road—frustrations with clients, partners and situations—are smoother when you’re burning the high octane stuff.

Need a better fuel source? Generate your own supply by connecting the deep purpose in your work with what you do every day. It goes beyond revenue and productivity goals. Dig deep to what really matters most to you as you build your business. Consider 3 success stories:

Dad with a mission: A consultant and new dad is exquisitely clear on his motivation—building a bigger, better life for his family. It gets him through some long days and reminds him to take time out to play, laugh and connect.

Career-changer: An advisor spends her career helping others transition to new work—and loses her job to the economy. She uses the fuel she generates from creating “ah ha” moments for clients to start and sustain her own firm.

Social entrepreneur: A consultant contemplates her values and starts a company to protect children. Drop-kicking industry expectations, she creates an integrated work and home life that feeds her to do more.

What fuels you?

Ready. Fire. Aim

2010-06-28T15:22:00.001-07:00

Gen. Stanley McChrystal. BP Plc Chief Executive Officer Tony Hayward. They have sparked some spirited discussions with crisis communications and leadership experts. How could savvy, high-visibility pros go so wrong?

Clearly, they both would have benefitted from a little more aiming and a lot less firing. But it would be a shame if our only lesson from their stunning blunders is to be afraid to take a risk.

Professional advisors are by nature risk-averse. Most of us were trained analytically. We want predictable, accurate results most of the time. It’s what clients pay us for.

But what if what we really need to do—sometimes—is to fire first? Interpreting a highly technical IRS guideline might not be the place to experiment. But choosing to stop working on—or delegating—a predictable (yet mind-numbing) revenue stream to create white space could be just the ticket.

Forging new territory never comes with a money-back guarantee. So yes, learn from the gaffes made by the warrior and the CEO. But don’t let it rob you of the courage to take a calculated risk.

Ready. Fire. Aim. It doesn’t have to be a bad thing.

Summer Solstice: Rejuvenate Your Practice

2010-06-21T12:55:00.000-07:00

June 21. The start of summer and the longest day of the year. The perfect turning point—solstice—to assess your 2010 progress. Maybe give yourself a kick in the pants since the year is about half over. Well, there is that.

But it’s a great excuse to see the flip side. You’ve been working hard to make your practice sizzle and grow. How much fun are you having? Are you enjoying yourself and those you love? Do you come to work feeling alive and refreshed? I thought so.

Time to throw some summer in your solstice. Here are three easy ideas to create your own summer solstice time outs.

Time Out #1: Grab your child (or borrow one) and let them set your agenda for an afternoon. Do whatever, wherever, whenever. Repeat as often as necessary to remember what joy looks like.

Time Out #2: Spend a day indulging in your favorite pastime—no excuses permitted. A juicy novel in the hammock? Check. A day tinkering on your ‘68 Mustang? Check. An outing at the beach, complete with a tailgate barbeque? Check.

Time Out #3: Give something to someone who needs you. Visit your grandmother. Serve in a homeless shelter. Surprise your mate with their perfect date—just the two of you.

Indulge a little. Come back renewed and sassy. Repeat.

Capturing Your "Only"

2010-06-13T19:58:00.000-07:00

You know you need to differentiate yourself from others in your space but some days it just ain’t easy. One trick: think like a journalist. Remember the lesson from high school? Who, what, when, where, why and how.

Who are your clients? Consider industry, function, location, complexity, position, gender, ethnicity and more. What do they have in common?

What do you offer them? Be specific. You aren’t just the title on your business card. Drill down and consider all that you bring to the party. Perhaps you speak Spanish or have a highly tuned ability to mediate disputes. Don’t be shy—these are attributes your sweet-spot clients will truly appreciate.

When do they need you? Think triggers, like business events (buy/sell, merger, spin-off, new product line) or personal (promotion, marriage, birth, divorce, death). What trends and influences make them need you more?

Where are your clients? Do you practice locally, regionally, nationally or internationally? Do you have deep or broad geographic expertise that clients value?

Why do you matter to your clients? Remember, clients buy based on emotion—on how you make them feel. Do they feel more confident, safer, smarter, faster, richer when they work with you? Think about what they gain by being part of your tribe.

How are you different? Look at it from the client experience—from how you first attracted, engaged and consulted with them to how they experience you throughout the relationship. Don’t forget to include your distinct personality and style—it’s part of your “only” package.

Who, what, when , where, why, how. Try it to capture your “only”.

Staple Yourself

2010-06-07T10:59:00.001-07:00

Alan Webber (of Fast Company fame) found a new use for HBS Professor Ben Shapiro’s “staple yourself to an order” concept: applying it to solve social problems that plague us. Think about eliminating hunger, homelessness and child abuse in our time. He’s got some great ideas well worth a look.

But why limit yourself to social issues? Your consulting, advisory or coaching practice could benefit from stapling yourself to a critical issue or two. Consider the big 3:

Attracting the right clients. Staple yourself to your potential clients’ experience. Are you, your team and your marketing collateral focused on your sweet-spot? For whom do you produce your best results? Are you repelling the bad-fits early in the attraction process or are you wasting valuable time on non-starters? What happens to prospects who become clients? Do they become apostles for your brand or do they fade into the background while you are dazzled by the next opportunity? Ask tough questions and be very attentive to the answers.

Boosting margins. Take a closer look at your business model. Staple yourself to that. Do you have pricey partners (including you) doing low billing rate work? Your senior talent could be waiting for the right moment to bolt. How well are you leveraging your intellectual capital across multiple platforms? What investments are you making in fostering innovation—creating white space and higher margins? If you were on the outside looking in, would you buy your business? A stable, growing enterprise with a deep story is worth far more than a series of one-off projects. How much of a marketplace premium would you command?

Courting media attention. So, you’ve got a killer concept and figure the media should be beating a path to your door. Not happening? Bring out the staple gun. Whose attention do you want to attract? Why should they care about you? What are you doing that is newsworthy to their audience? Are you investing consistent time and effort developing—and sharing—interesting, media-friendly content? Recycling the same old ideas will not get you headlines or influence. And how quickly do you respond to media inquiries? Do you come off as smoke and mirrors or the real deal?

Attracting the right clients, boosting margins and courting media attention. Staple yourself to those.

Competition: 3 Strategies for Professional Advisors

2010-06-01T12:57:00.000-07:00

Competition in sports is good. Your personal win/loss record is public—an incentive to keep you sharp. Consistently high performers track their competitors but remember to always play their own game.

Competition in professional services can be a good thing too. In fact, there is an added advantage: having competitors often means there is an established market for your niche. So instead of trying to sell what you do (try getting people to watch synchronized swimming), your challenge becomes selling you.

You can learn a lot about marketing—your services, your practice and your firm—by looking outward. Take a look at the firms you consider your toughest competition. But don’t stop there—study the brands you most admire and envision the firm you’d like to create. And then consider these 3 strategies.

Imitation. Navigate the websites and compare the marketing collateral of your toughest competitors. Be brutally honest. If you could black out the logos, could you tell the difference between them? Imitation is easy—that’s why so many do it. The more you look like everyone else, the more your services sell like commodities. The best margins do not go to imitators.

Aspiration. Don’t limit yourself to the usual suspects. Take a look at any brand you admire. Would you like to be the Nike of technology consultants? The Ferrari of estate attorneys? The Starbucks of wealth advisors? How do your most admired companies build their brand? What does your firm need to do, say and be to enter your version of their territory? Note to self: is my firm truly committed to living our aspirational brand?

White space. Creating white space in your specialty is an art form. It defies competition—you may well have to create your own market for it. The first PC (IBM). The personal financial planning software that spawned an industry (Intuit). The pricing model that changed how people buy and listen to music (Apple). You’ll note the innovator isn’t always the last one standing—it takes vision, passion and superb execution to carry this off.

Imitation. Aspiration. White space. Which speaks to you?

Avoiding The Camel

2010-05-24T12:29:00.000-07:00

Your work is giving—or, more precisely, selling—advice. How well are you selling yourself and your firm?

Let’s agree that being compelling to your sweet-spot clients is a must. Why then do so many firms—from 1-person shops to some mega names—insist on watering down what makes them distinct? Why do otherwise savvy partners fail to build a strong personal brand that aligns their talents and passions with their firm?

Three words: lizards, trolls and camels.

The lizard rules. The lizard is the part of us that is satisfied with the ordinary (for more about the lizard brain, read Seth Godin’s “Linchpins”). Reaching for more feels too risky. Unsafe. The website that says: “our service, our people, our technology are second to none” was written by the lizard. When you find yourself holding back, afraid to shoot higher, the lizard is in charge.

The troll appears. You overcome the lizard to firmly stake your territory—you publish an article, write a blog post, or make a bold statement in a speech. That’s when the trolls appear. Trolls are critics who take perverse pleasure in tearing others down. In fact, you haven’t conquered the lizard if you haven’t attracted a few trolls. Your job with trolls is simple. Ignore them. Engaging trolls only fires them up for more criticism. Who needs that? Let them go find someone else to annoy.

You create the camel. You’ve subdued the lizard enough to attempt something compelling, but haven’t quite been able to ignore the trolls. The result? Camel territory. Yes, the camel that was a horse drawn by committee. Camels are great if you’re crossing the desert, but most of us aren’t. While getting other inputs (especially in a partnership) is necessary and valuable, don’t let it dilute what makes you unique. Keep your focus on resonating with your sweet spot clients.

The secret to compelling marketing? Subdue the lizard. Ignore the troll. Avoid the camel.

Growing Your Practice: Hitting Your Sweet Spot

2010-05-17T13:01:00.000-07:00

Sweet spot: Where your story (and marketing) meets a rigorous business model and a winning (not whining) mindset.

Outrageously successful consultants, advisors and coaches spend a lot of time in their sweet spot. Why? Life is better there. It’s dramatically easier to draw the RIGHT clients, prospects and referral sources to you.

Ready to spend more time in your sweet spot? Consider these essentials:

Your story: What’s your bankable value? Do you have a clear, compelling story that draws clients, prospects and referral sources to you? Is your marketing aligning your unique talents and passions with what your clients need most? Are you engaging with the right people?

Your business model: Have you created the ideal business model that optimizes your revenue and growth opportunities? Have you fully leveraged your intellectual property? Do you have administrative systems in place so you can spend your time where it matters?

Your mindset and actions: Do you maintain a winning mindset or are you making excuses for why you can’t make a sales call? Are you taking the consistent, daily actions needed to build the enterprise you envision-–even when it’s hard?

Getting to your sweet spot can take some hard thinking and thoughtful insight. But there’s a reason we call it sweet.

Be Like Gustavo

2010-05-10T12:32:00.001-07:00

When was the last time you felt like this when you’re working?

Meet Gustavo Dudamel, the joyfully passionate conductor of the LA Philharmonic. Watching him conduct Dvorak and Tchaikovsky left me breathless and thrilled to my toes. A true maestro, he drew stellar performances from his soloists as well as the orchestra and swept the entire audience along with him. Brilliant.

See him live if you can for the full effect (the LA Phil starts their U.S. tour today). In the meantime, consider this photo and bringing some maestro mindset to your next “performance”….

Age is irrelevant. Dudamel is all of 28 in a field where age is revered. Yet he commands the respect of talented, experienced musicians twice his age. How? Dogged preparation. Respect for the individual artist and their collective work. Sharing every bow with one or more of his players. Sheer passion for the perfect performance.

Leave it all on the stage. Last week, he was so intent on conducting Dvorak’s Cell Concerto that he popped a neck muscle. In great pain, he insisted on conducting Tchaikovsky’s highly physical Sixth Symphony. Only intervention by a clear-thinking Executive Director got him immediate medical attention.

Serve up a little drama. Not for the sake of drama (who wants to work with a drama king/queen?) but to advance your art. A pregnant pause at the right spot in the meeting. A compelling photo (not a PowerPoint bullet) to make your point. A pitch-perfect story that inspires your audience to act.

Go ahead. Try it. Embrace your inner Gustavo.

Don't Be That Blackberry Guy

2010-05-03T10:13:00.000-07:00

You’ve met him. Or her. Glued to his Blackberry, iphone or new gizmo. Addicted to the ability to know what is going on—anywhere and at anytime. Key word here? Addicted.

Meet the quintessential Blackberry Guy. A big firm partner, he invited me to lunch to compare notes on our businesses. As we walked to lunch (10 minutes) he checked his Blackberry—twice. As we were being seated, he checked it again. Finally, he put it in a pocket and there it stayed while he talked about his work and his practice. He responded to my questions and we dug a bit deeper. He engaged.

Eventually, the talk turned to my work. It didn’t take long for the Blackberry to reappear. Not once, not twice. I lost count of how often he looked down at it. The message it sent to me was that talking about him was important enough to leave the Blackberry stowed. Listening to me? Not so much. The irony is that his practice requires a high level of client intimacy to be fully effective as an advisor.

Right now, I’m not inclined to refer anyone to Blackberry Guy. I know others in his specialty—just as smart and capable—who exhibit far more interest in those around them. What could Blackberry Guy do differently to earn my respect?

Focus completely on who you’re with. We underestimate the power of our full, undivided attention, especially in a world with so many distractions.

Explain extenuating circumstances—they do happen. If you are waiting for deal or life-altering news, say so. Ask for permission to check your incoming. Most everyone says yes and your candor may actually build a stronger relationship.

Put your Blackberry where it can’t distract you. Shut it off before putting it in your pocket. Vibrate mode will grab your attention every time (Ladies, turn the sound off and throw it in your purse. Better still, shut it off).

Should I give him a 2nd chance? Maybe. But will a potential client? I doubt it…..

Consulting Math: When 1 > 1

2010-04-26T10:27:00.000-07:00

When times are tough, consultants—big-firm senior practitioners to soloists—tend to hold on tightly to every billable hour. You stop delegating because your instinct is to hunker down and protect what you have. It’s perfectly understandable (lizard brain anyone?) but counter-productive in the long run.

Since the economy is perking up a bit, it’s a good time to think about some consulting math. For example:

1 x 1 = 4 Choose high potential junior consultants in your firm (or trusted outside contractors) who will do a knock out job. Give them some challenging work to do with your clients. Stretch them, excite them and mentor them. Who knows? You’ll free up some time and you could create new synergies with your clients and for your practice.

1 + 1 = 3 Create a dynamic partnership with your administrative guru. Let them do what they do best—get you organized and free to focus on developing new relationships, thought leadership and revenue. Don’t have one? Investigate virtual options to help you grow.

1 - 1 = 2 Invest in yourself with the time you’ve freed up. Try something new or dig deeper into an idea that inspires you. Start building some new relationships. Take a risk. In the short run, you might take a revenue or bonus hit. But in the long run? Master territory.

Consulting math: where 1 can be greater than 1.

Growing Your Practice: The Rule of 5

2010-04-19T11:51:00.000-07:00

Consultants and advisors are a bit schizophrenic when it comes to focus. We’re hard-wired to deal with client deadlines and address problems as they crop up. But focus on the non-urgent spadework of building our practice? Not so much.

Making a call to a long-term prospect. Having lunch with a future alliance partner. Delegating administration so you can spend more time doing the work you love. How are you supposed to fit these into an already jam-packed schedule?

Try the “Rule of 5”. Every day, do 1 thing that will advance your business in 5 weeks, 5 months or 5 years. Crazy busy? Then do 2 the next day--hold yourself accountable. The important thing is to start.

5 weeks: This is referral territory. These are the calls, the meetings, the posts that get you connected to referral sources and prospective clients. It’s responding to those who ask for referrals to your network. Making time to help someone else is just good business for advisors.

5 months: We’re talking about the time it often takes to turn a warm, connected prospect into a client. Forward an idea, continue the conversation, do a favor, stay connected. Help your contacts with their job searches. Building these relationships takes consistent effort.

5 years: Here is where you dedicate time to learning, writing and long-term relationship and brand building. That book may not pay for itself in the first year or two, but by year 5 it could well be your primary calling card. Ditto that client relationship that was slow to start but is now at the core of your practice. Are you investing enough in your future?

The Rule of 5. Try it. Master it. Pass it on.

Keynotes: The Holy Grail?

2010-04-12T07:37:00.000-07:00

Many consultants, coaches and advisors trying to build their business have decided they need to be at the podium to increase their visibility. They chase keynote opportunities—often unpaid—and spend countless non-billable hours crafting their speeches.

A worthy investment if being a professional speaker is part of your revenue strategy or you are hawking your (profitable) new book. But what if your real goal is to grow your core consulting, coaching, advisory business?

Then there may be an easier way. It’s not about how many keynotes you make. It’s about how you connect with the clients who will “buy” you and the professionals who will refer you. Consider some alternatives:

Attend as a participant. Come pre-loaded with questions/a point of view on the agenda topics so you can engage your new contacts one-on-one. Be clear on your brand (who am I, what do I uniquely do and why does it matter) and link it to the key topics. If the link isn’t obvious, take a pass.

Lead a workshop for a group rich with clients and prospects (or referral sources). You’ll touch fewer people, but your impact on each can be huge. And, chances are high they’re attending because they have a strong interest in the subject. The payoff: they experience you in action and hiring you becomes a simpler next step.

Moderate a panel of experts on a compelling topic related to your expertise or industry. The agenda is yours to lead and you can have a major impact with a lot less prep than a full-blown keynote. Great moderators are memorable--if one of your talents is bringing diverse opinions to the table, you can score big.

Keynotes are impressive. But they may not be key to your growth.

Consulting Toolkit: Stamina

2010-04-05T13:45:00.000-07:00

Sometimes, it’s not what you do or even how you do it, but how long you can keep at it. Case in point: Sunday night’s NCAA Women’s Final Four.

Baylor made an intense, no-holds barred 3rd quarter attempt to break UConn‘s 76 game winning streak. They thrilled the home field fans with their underdog heart and passion—until they hit the wall in the 4th quarter. Out of steam, they were no match for the Huskies' relentless energy.

Stamina. It’s not just for sports. It’s the fuel that drives you to keep at that client problem till you know it’s solved. To make sure the proposal is exactly right. To attend yet another industry event to connect with future clients. To blog and tweet and Facebook when you’d rather go to the beach.

Need more fuel? It starts with doing work you love that matters. But that won’t do it alone. Take a break for a run, a bike ride or a yoga class. Savor healthy food that keeps you alert (yes, pizza can be on the menu). Seek out your personal brand of inspiration. Enjoy vibrant connections to your loved ones.

Stamina. The difference between good and great.

Different Is Good

2010-03-29T11:16:00.000-07:00

Work isn't high school (well, hopefully not often). Being like everyone else is overrated. Different is good.

Different presents a clear choice. Imagine your potential client is a rock music-loving, baseball-obsessed, serious foodie starting a new company. Which attorney, accountant or consultant do you think he'd talk to first?

The one who has done over 100 start-ups.

The one who has done over 100 start-ups and mentions listening to a new band that weekend.

The one who has done over 100 start-ups, mentions listening to a new band that weekend and weaves baseball references into his/her materials.

The one who has done over 100 start-ups, mentions listening to a new band that weekend, weaves baseball references into his/her materials and can debate the difference between arugula and radicchio.

Yep, different—as long as it’s genuine—stands out. Go for it.

Where's The Brand Love?

2010-03-22T10:18:00.000-07:00

Brand love is that passion we hold for brands near and dear to our heart. We plan our trips for years (Disney), pay more for beautiful design (Apple) and cross the country for a burger (In-N-Out). It’s more than loyalty—it’s love.

We don’t usually associate love with consultants and advisors--when was the last time you heard someone wax poetic about their accountant? But it does exist: Seth Godin, for example. Yes, a little brand love can make your days happier, your selling easier and your bottom line fatter.

The “secret” is simple in concept, although devilish to execute:

Say no to any project that doesn’t stir your deep interest. The best love is mutual and you need to enter into it with excitement and purpose.

Assume your clients will be with you for life. Continually investing in your relationships creates ideal conditions for love to flourish.

Get comfortable with being direct AND empathetic. The advisor who can tell the truth with integrity and consideration is highly valued.

Why settle for a good project reference? Go for the love.

You Can't Take Stupid Back

2010-03-15T12:07:00.000-07:00

Social media offers us all some great opportunities to grow our practice. We can share ideas, forge new connections, learn something new. Real people having real conversations.

There’s just one thing: You can’t take stupid back.

A few examples from those who should know better:

A writer posted a 4-sentence discussion item. With 3 typos and 2 grammatical errors. Would you hire him?

A sales rep wrote a headline using slang for male anatomy (the word can have a second, less incendiary meaning). When those offended by his word choice challenged him, he insisted he meant the other meaning. Did digging his heels in win him any points?

A “professional” shared his extreme political views and attracted 2 others in an extended mutual rant. When appalled onlookers joined in to cool the fire, they were set upon with ethnic slurs. Would you connect with them?

Yep, you just can’t take stupid back.

Hall Monitors: A Short Leash

2010-03-08T11:05:00.001-08:00

Hall monitor (Wikipedia): student volunteer charged with keeping order in the school hallways. Typical duties: “preventing running and rowdy behavior” and ensuring punctuality.

You know the type. They grow up and become the Nurse Ratcheds of bureaucracies everywhere. As keepers of the rules, maintaining the status quo is their art form. Sometimes, “he/she who must be obeyed” makes manipulation their stock in trade.

So how do you neutralize the influence of a hall monitor? It took a lobotomy and a feather pillow for Jack Nicholson to escape. Surely there are other options….

Isolate them. Keep them on a short leash and avoid giving them the power to impact your work. Caveat: if they are a critical link to your project, this is a recipe for disaster. He/she who must be obeyed will find a way to sabotage your project if they’re feeling unappreciated.

Charm them. Hall monitors want love too. If you listen carefully, make them feel heard and give them a detailed job that suits their nature, you can s-l-o-w-l-y get them to engage. The right balance of appreciation and tough love could convert them into solid team players.

Kiss them good-bye. If sustained charm didn’t work, it’s time to cut the hall monitor loose. Whether it’s your client, your boss, your teammate, they will be a major energy suck to you AND your team. Let them go.

Life is too short to spend it wishing for a lobotomy.

Consulting Toolkit: Courage

2010-03-01T07:24:00.000-08:00

It’s easy to think small right now. The economy isn’t pretty: clients say no or wait weeks and months getting to yes. Salaried consulting jobs have disappeared, perhaps forever. Personal assets? We’re in nosedive territory. Being conservative and cautious is an understandable by-product.

It doesn’t however, lead to making great leaps with your consulting practice.

The solution is courage. The courage to trust yourself (and your team) to continually develop your practice to suit your talents. The courage to care about your clients and bettering their condition. The courage to act while your competition is blinded by indecision and fear.

Clients still have work they need done right now—and the best opportunities will go to those who have the courage to:

Exquisitely focus on the results you uniquely deliver. Verbalize your niche, your “white space” and cast a tight net to those who most need what you have to offer.

Just say no. When a project—however enticing financially or to your ego—isn’t right for your talents, refer it to someone else. Your job is to spend your time where you can have the highest, best impact. Don’t waste it on work that someone less seasoned would do well.

When you say yes, mean it. Once you’ve agreed to a pivotal project, pour your head, heart and soul into it. Yes, it may mean some sleepless nights, some conflict over new directions and some worry over your bank account. But do it anyway.

If you need a visual, remember Canadian figure skater Joannie Rochette’s emotional performances that brought her to the Olympic medals platform.

Real winners put it all on the line.

Consulting 2010: Think Hollywood

2010-02-22T09:43:00.000-08:00

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

2010-02-15T15:49:00.000-08:00

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

2010-02-08T15:36:00.000-08:00

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

2010-02-01T10:08:00.000-08:00

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.”

Moon Reaching, Star Landing

2010-01-25T12:18:00.000-08:00

You know the expression: If you reach for the moon, even if you miss you’ll land among the stars. Case in point: New York Jets coach Rex Ryan who led a disheartened, ravaged team with a rookie quarterback to an AFC playoff berth.

What were the keys to his success that might work for you?

Have a plan: Rex Ryan arrived at his job interview panting and 45 minutes late. Not a good beginning. But he also lugged 60 pages of detailed plans for the season. And won the job by showing exactly how he would create a winning season for the team.

Give them visuals: Coach Ryan started the season by telling his players they would meet President Obama after Miami. During the playoffs, he sported a Jets Super Bowl shirt. He even gave his team a detailed post-season schedule (verboten in football) including a victory parade in their honor.

Make hard work fun: This was his dream, head coaching for the NFL, and his players were enveloped by his commitment and sheer joy of the game. Rookie quarterback throwing too many interceptions? Ryan made Sanchez his project and created a color-coded system to improve his decision-making. They started winning. They got their swagger back.

Did the Jets reach the moon? Not this year. But they got to play amongst the stars.

The Reluctant Consultant

2010-01-18T12:20:00.000-08:00

You know one. Maybe you are one. You can’t find the work you really want in Corporate-land and so have hung out your shingle. Buyers are often wary of reluctant consultants—and with good reason. They don’t want you to bail mid-project when a “real” job beckons. So, if you are hoping to launch a successful, perhaps even long-term practice, consider some tips:

Create a clear, compelling niche that aligns with your proven strengths. This is not the time to try something completely different—your experience needs to tell a relevant story and prove you can create real results.

Ditch the brochure. Instead, focus on the results you can deliver to your targeted clients. Keep it simple. Can you describe it in a sentence? Then keep working on it.

Deepen and expand your relationships. Every day. When you’re running a corporate function, people come to you. They call, they email, they ask to see you. But when you’re the one selling? Not so much.

The trick is simple: dedicate yourself to getting better with every single interaction. Who knows? Perhaps you’ll kiss “reluctant” goodbye.

Are You Creating Evangelists?

2010-01-10T16:12:00.001-08:00

Recall your favorite glowing, unsolicited introduction to that sweet spot client who needed your help immediately. Nothing quite like it, right? And it so beats the times you felt like you were banging your head against the wall.

To make those referrals a regular event, create your own team of brand evangelists: great people who know you and your work and can’t wait to spread the word.

Some tips to attracting your dream team:

Create white space—a niche that no one else occupies so you get to write the rules and be a true original. Bonus? You also can set your fees in white space.

Be authentic in all things—true alignment builds credibility, trust and connection. Strong attractions are formed when you show them the real deal.

Seek to understand (listen) vs seek to be understood (selling). Knowledge talks, wisdom listens. And we all love to feel heard and understood.

Of course, to attract brand evangelists, you also have to serve as one. Who do you know that deserves a little evangelism?

2010: Not For Sissies

2010-01-03T17:50:00.000-08:00

Have you felt it? That collective sigh of relief that 2009 is behind us and a brand spanking new decade awaits.

Now the trick is transforming survival activity into long-term prosperity in a “reset” economy. Clients (like consumers) are buying value, simplicity and results. Is your practice ready for 2010? Ask yourself some key questions:

How deep are my relationships? How likely are your clients, prospects and referral sources to turn to you for help? Need a deeper bench? Start now—relationships are organic and take time to nurture. And don’t restrict yourself to those in your town, area or industry. That’s short-term thinking.

How easy is it to find and know me? Are you leveraging social media effectively for your client/referral base? Are you using the right web tools for your business model? Beware of poo-pooing new technology—you’ll come across as a dinosaur.

What are key clients and prospects saying about us? Do they see you as a key leader navigating a new decade or mired in old paradigms? Ask questions. Find out what’s important and create new ways to work that align your talents with what they need.

Now is the time to act…while your competitors are busy congratulating themselves on survival.

Make Yourself Unforgettable (Part 2)

2009-12-20T15:06:00.000-08:00

Think about it. What if you could draw the right clients and referral sources to you? What if you could spend less time on proposals that go nowhere and more time serving your best clients? That’s what being unforgettable—for the right things—can bring you. For the 600-word version, read my full article in “Think Like a Consultant”.

Or, stick to the headlines:

Know yourself and what makes you distinct. Get to the root of who you are, what you do and why it matters.

Align your stories, your actions and your visuals. Make sure everything you do tells a consistent, compelling, unique story.

Put yourself out there. Share your ideas with others by providing sustainable value and building real relationships.

Start the new decade right—and make yourself unforgettable. See you in 2010!

p.s. If this topic really intrigues you, enroll in my upcoming live or virtual sessions

What Matters Now?

2009-12-14T12:24:00.000-08:00

Need some real inspiration this holiday season? Download a (free) fun, inspiring ebook assembled by marketing guru Seth Godin. He invited over 70 “big thinkers”, including Elizabeth Gilbert, Tom Peters, Alan Webber and Daniel Pink to riff on the question: what matters now?

Take a good look--there are some great ideas there. If your time is short, be sure to read my top 3 choices for consulting success into 2010: “ADVENTURE” (p. 42) “CONFIDENCE” (p. 54) and “GUMPTION” (p. 81).

What matters most to you now?

When Is The Copy Better Than The Original?

2009-12-07T13:53:00.000-08:00

We all strive to be originals. The one that others want to copy. But can the copy ever surpass the original? You betcha. Consider this: Cher, live in Las Vegas. Then, just an hour later, “Divas” featuring a Cher impersonator. Can you guess who was better?

Yep—the imitator by a long-shot. Which got me thinking: what might make a copy BETTER than the original?

You take a flaw from the genuine article—and make it your calling card. While Cher was behind the curtain making uncountable costume changes, her impersonator was out in front, building a fan base.

You make it about content, not just window dressing. Cher looked bored in a series of Bob Mackie gowns while her counterpart (still looking every bit the diva) belted her songs out like her life depended on it.

You forge new territory vs resting on your reputation. Cher often simply stood and sang a few bars from her hits while her impersonator led energizing dance numbers with her back-up dancers.

Would I go to another Cher performance? Not a chance. The moral of the story: An original who loses her edge can command an audience (and premium fees) for a limited time only. But a “copy” who has found a better niche can steal the show.

Back to Basics For The Holidays?

2009-11-30T11:31:00.000-08:00

The holiday season is officially upon us. How will you cut through the holiday clutter to reach your clients?

Electronic holiday card? Tough to be personal or original with that. The delete key awaits you.

List of New Year’s resolutions? Maybe—if you can make it really different. There’s that delete key again.

Client gifts? Only if they are appreciated and memorable—in a GOOD way. No fruitcakes, please.

I propose a simpler solution in this year of “resets”. What if we—consultants, advisors and coaches—simply write a personal note of thanks to those who we appreciate?

Yes, it can be electronic, but it must be genuine and unique to each individual client, referral source, prospect and colleague. What do you think?

Make Yourself Unforgettable

2009-11-23T16:31:00.000-08:00

After a year of hefty cost cutting, clients are starting to invest again. Are you the one they’ll call when they need help?

Introducing my new i-seminar series: Make Yourself Unforgettable. It’s a series of 10 web-enabled calls to help strengthen your name and make you the one to call. And—since everyone loves a deal—if you purchase the series by December 31, 2009, you’ll save 20%.

Prefer your learning in-person? Then come to one of my workshops in Marina del Rey or Chicago. Book it now, pay for it by December 31 and take 10% off the price.

Come on, join us. Make yourself unforgettable.

The 3 Minute "Love" Rule

2009-11-16T10:15:00.000-08:00

Many people intuitively size up potential mates within 3 minutes of their meeting. Which gives us a 3-minute window to find lasting love. Could that also apply to advisors and clients?

What does it mean if it’s true?

It means our first interaction, from the welcoming smile on our face (or opening email), to that initial handshake, to how well we listen, is screaming a message to the client. Make it the right message.

It means our visual—how we appear to the client—matters. A lot.

It means that fees aren’t everything if someone really wants to work with you. You don’t have to be the cheapest option.

It means if we mess up the first 3 minutes, we might as well pack up and go home.

Are You Being Seduced By Silly Math?

2009-11-09T11:45:00.000-08:00

Silly math happens when you take numbers that don’t add up and convince yourself they do. Before you know it, you’re making decisions that cost you real money. For example:

Low paying client = high-paying client.

All clients are not the same. Spending more time with a client who won’t pay your top fees rarely makes sense. If you truly enjoy working with them or you’re getting critical experience, invest away. But not because it’s easier than trolling for new, better clients.

One-off project minus investment time= new revenue stream.

New consultants especially are prone to this. You get paid for 3 days of delivery but decide not to charge for the 5 days of prep since you’re sure it will open up a lucrative revenue source. If you’re going to blaze new territory, make it a conscious choice with a clear sales plan.

Speaking invitation minus your target audience = great opportunity.

It’s easy to be flattered. Instead, take a deep breath, and ask the tough questions. Who will be there? Are they the right level, specialty, industry? Are they buyers? Can you draw a straight line from your speech to powerful new relationships? If not, consider whether you can afford to accept the invite. Ego won’t grow your business.

The challenge then is to leap beyond silly math and make decisions based on what really matters to you—and its true cost. Now if I could only do that at Costco…

Neutralizing Trolls, Vampires and Werewolves (Just Say No, Part 2)

2009-11-02T10:46:00.000-08:00

Even after Halloween, the goblins abound: trolls, vampires and werewolves that keep you (and your business) from doing and being your best.

“Trolls are critics who gain perverse pleasure in relentlessly tearing you and your ideas down”, says marketing guru Seth Godin. Trolls can be a time-consuming distraction, especially in social media. The key to neutralizing a troll is to simply ignore them—this is what delete keys were designed for. If you don’t engage, they have nothing to work with. Period.

Vampires drain your lifeblood—you give them your energy, but get nothing back. The cringe-inducing prospect who demands your constant attention, yet finds your fees too high? Vampire. Ignoring vampires doesn’t work—it requires a stake through the heart. Or at least a heavy dose of garlic. Delivering a firm “no” to their demands tends to ward them off.

Werewolves lull you into a false sense of security. Easy to work with when things are going their way, they become scary beasts when their “trigger” is activated. And if you are in their sights, dramatic action is in order. A silver bullet—fast, precise and final—is the only sure cure.

No matter which demon plagues you, the key to neutralizing them is to work quickly, with conviction and consistency. You’ll be glad you did.

When to Just Say No

2009-10-26T11:48:00.000-07:00

We’ve all had them. A proposal that goes nowhere—sometimes the very one you’ve worked the hardest to win! In this economy especially, you can’t afford to waste time with the wrong prospects. Consider these 3 signs that it’s time to decline to propose.

You can’t get them to their goal

A good advisor always starts by helping the client clearly articulate their goal(s). But if you can’t align your delivery with their vision (and reality), it’s a match doomed to failure. Better to make an effective referral under these circumstances--good for the client AND it builds goodwill for the future.

Their focus is on cost vs net results

Listen carefully when a potential client speaks about costs. Is their focus on fixing a cost issue? No problem—if you can help. But if their focus is on your fees independent of results, you haven’t demonstrated your value. They won’t hire you unless/until you can show them a clear win.

They haven’t tasted success

When most early conversations are littered with all the reasons why past projects or consultants didn’t work, beware. What about you—your team, your process—is going to truly produce success in their eyes? Ask yourself and ask them. If you can’t draw a straight line to their success, refer them to someone who can.

The conclusion? Time spent on no-win proposals is better spent developing your “sweet spot” clients.

Are You Ready For Your Close-up?

2009-10-19T11:11:00.000-07:00

My last post unleashed some angst about capturing the perfect business photo. Let’s face it—for most of us, having our picture taken is right up there with having a root canal or an IRS audit. So I consulted with Harvey Lewis, producer of over 1,000 commercials and films globally, to bring you 5 tips for staging a great photo shoot:

#1. Choose wisely.
Your best bet to engaging a great photographer is through referral. Who do you know with a great photo? Lacking that, google portrait photographers in your area. Peruse their sites and see whose shots you like best. Pick at least two favorites and interview them to test your comfort and chemistry.

#2. Ask some key questions.
How will you work with me to get the best shot? How will you ensure my photos will be current and relevant? Can you show me examples of other business photos you’ve taken? Will you arrange hair and/or make-up artists for me and how much will it cost? Relax gentlemen, I suggest this for women only. Ladies, investing in professional help will ensure your photo looks natural, like the best version of you.

#3. Share yourself.
Before the session—articulate 3-5 key words that you’d like your photo to evoke. Smart? Warm? Energetic? The more specific, the better. Tell them about your work and how/where you’ll use the photos. Discuss your usual business attire and listen carefully for their suggestions on which colors, patterns, items will photograph well or should be avoided (vertical stripes, for example, are usually a no-no).

#4. Find your inner supermodel.
Really. Bring several changes of clothes AND accessories. You and your photographer can experiment with various combinations. Be creative—bold jewelry for women and striking ties for men can photograph well. Trust your photographer and try different positions—sometimes the best shots come from what feels unnatural. There’s always the delete option.

#5. Learn from actors.
Ever wonder how actors can laugh and cry on command? Try using their sense memory technique during your shoot. To keep a genuine smile, think about a time, a place, a sound/song when you were truly happy and imagine yourself there. Don’t believe it? Try it in the mirror and see the difference.

Remember, the goal is an authentic photo, capturing what’s unique and engaging about you. Do your homework, then relax and trust your photographer. You might actually enjoy it!

Picture This: What Does Your Photo Say About You?

2009-10-12T15:55:00.000-07:00

Consultants and advisors are used to building gravitas—showing their smarts to the right buyers. But posting a snazzy photo? Not so much…

Social media is changing how people meet and engage their advisors. If a client (or referral source) meets you on-line first, they will make a snap judgment from your photo.

The old headshot just doesn’t cut it anymore. The right photo is the one that gives the viewer an authentic preview of the real you. A few things to consider:

Stuffy is out. That highly posed studio shot where you look exceedingly awkward, and anxious to be anywhere else? Ditch that. You can look smart without looking stiff.

Lose the yearbook shot. You know the one. You haven’t looked like that in, oh, about ten years. Be sure you look relevant. And current.

Multiples don’t make you more captivating. Yes, your wife, husband, son, daughter, dog, cat are incredible but they don’t belong in your professional profile photo. Save those for your friends.

The bottom line is this. Spend the extra dough to get a great photographer who will work with you to bring out what’s real and fabulous about you. You won’t regret it.

How To WIN A Client In 10 Days

2009-10-05T16:56:00.000-07:00

After my last somewhat tongue-in-cheek post, I received one recurring response: tell us how to WIN new clients in 10 days. So here you go.

The fastest way to win a client—hands down—is by referral. Powerful stuff, referrals—you walk highly recommended into that first meeting with a client who has already decided they need help. Sounds good, yes? Consider these three keys to increasing your referrals:

BE KNOWN
Before someone can even think about a referral, they must “know” you. But don’t limit yourself to those you know from in-person experience. A referral source might “know” you from reading an insightful article you’ve written or a social media post (think LinkedIn group discussions). You might have only chatted by phone—but if it was positively memorable, it has the ability to spark a referral.

BE LIKED
No shortcuts here. Your referral sources need to connect with you personally and genuinely like who you are. They will look to your willingness to share information and help others, especially them. Do they like interacting with you? Do they learn something or feel better about themselves and their work after speaking with you? Kindness counts, just like your mother said.

BE RESPECTED
This points to your values and your point of view. You can be provocative—ideas are after all an advisor’s stock in trade—but you must also be respectful. Offering your wisdom or insight in a consistently authentic way helps to build respect and trust. Reliability—when combined with talent and likeability—will generate referrals.

The 10-day advice is this: make a list of those who know, like and respect you and ask them to consider referring you. Listen carefully—their responses will tell you if you have work to do. Not a big enough list? Then it’s time to start putting yourself and your ideas out there and connecting with like-minded folks.

How To Lose A Client In 10 Days

2009-09-28T12:37:00.000-07:00

Being in the advice business, I’m always interested in hearing hall of fame/wall of shame stories about professional advisors. This time, the story is mine: meet my soon-to-be ex-insurance agent and learn how to lose a client (me) in 10 days.

1. Spend several hours of valuable time listening to your client. And then slap something together that meets 70% of her needs—that’s better than nothing, right? (If you can’t help me, don’t waste my time. Refer me to someone who can.)

2. When your client asks how you how to fix this, don’t return her call. And then, when your client calls you again to follow-up, lose her number. (Make me feel important to you.)

3. Spell her name wrong on key documents. And her address. And then, when you’ve been corrected, invent another creative spelling. (Yes, the little things matter.)

4. When you need additional information, arrange a robo call instead of calling her yourself. (Are you kidding me? Talk to me. Win me over after your mistakes.)

We all have these stories—and I’d love to hear yours. You can post them here or drop me a note and I’ll share the best ones in a future post.

Finding a Good Mentor

2009-09-21T11:28:00.000-07:00

The recent public rash of incivility reminds me how important it is to find good mentors—people who will guide you when you make a mistake and, better still, help you avoid some!

Consultants and advisors—especially those running busy practices— sometimes have difficulty finding and nurturing good mentors. Being “the expert” may make it hard for you to put yourself in learning mode. And time is precious.

But there are still ways to connect with—or serve as—a mentor. Some ideas:

➢ Identify a few people who resonate with you and with whom you feel mutual admiration and respect. Discount age as a factor—you can learn from and teach to folks of any age.

➢ Reach out to them. Invite them to coffee if they are close, conversation (yes, a real live phone call!) if they are not. Don’t worry—you don’t have to ask them to be your mentor—this is about results, not titles.

➢ Make a commitment to developing a relationship. That means it’s not all about you, but about how you can help each other. For some special mentors, their joy will be in watching you succeed.

➢ Pay it forward. There is someone out there who will treasure your mentorship and support. Seek them out—I’ll bet you’ve already got some ideas who they are.

Ever Watch an Ant Farm?

2009-09-14T11:45:00.000-07:00

I just spent one of the more interesting days of my career. Not with a client, but on a movie set. An alliance partner—Bruce Caulk, a talented director who makes corporate videos—is filming an indy feature and invited me to spend the day on-set as an extra.

While I could wax poetic about the experience (Armand Assante was a joy to watch), it was something more basic that captured my imagination: the symphony of multiple experts perfecting their craft in tandem.

All the crew—plus the actors—were focused on doing their own job well, but seemed to keep the bigger vision firmly in mind. The expert who donned a wetsuit to rig the pool lighting. The “Best Boy” on the roof slinging cable. The costumer making sure an extra (me) had just the right jewelry. It was a bit like watching an ant farm in action.

Confined in a small space, there was little room for error or ego. It was quite refreshing (and entertaining) to watch them deal with the inevitable technical frustrations with good-natured ribbing and quick wit.

How many times have you been part of a team like that? What do you most fondly remember? Are those your favorite stories to tell?

I know this will be one of mine—I would have done anything to help that team make it work. But I won’t be quitting my day job.

To Niche or Not To Niche?

2009-09-09T11:53:00.000-07:00

That is the question many consultants and professional advisors wrestle with. Truly it’s an easy answer—to rise above everyone else, you MUST have a niche.

Take this example from a recent event where I met two tax attorneys. One introduced himself with “I’m a tax attorney” while the second countered with “I’m an ex-IRS attorney who founded a firm of former IRS attorneys. We help people solve big IRS issues.” Who do you think I remembered longer?

Ready to make yourself unforgettable? Some tips:

➢ Define yourself uniquely based on who you are and how you serve clients. Be specific, real and memorable.

➢ Don’t make it all about you or your process—make it about results. Real, measurable outcomes. Tell stories that show how you’ve helped others in similar situations. Clients love stories when they are short, on-point and compelling.

➢ Clients choose their advisors because they like them. So don’t waste time with people who don’t seem to resonate with you—they won’t hire or refer you and you’ll waste valuable time.

➢ With those who do strike a chord, be the first to give. Helping someone get what they want makes them want to know you and work with you. It also let’s them see you in action, in service mode.

➢ Align the externals—your website, blog, social media pages, leave-behinds, even your person—with your overall message, your niche.

In the end, it’s all about being real and naturally drawing the right clients, prospects and referral sources to you.

4 Things Ted Kennedy Taught Us About Consulting

2009-08-31T13:46:00.000-07:00

After a weekend of watching various services for the late Senator Ted Kennedy, I was moved by the outpouring of affection. Not so much from other politicians—I’m afraid I tend to suspect political motives—but from those he served: his family and his constituents. Whether you admire or deplore his politics is irrelevant. The man lived large, left a voluminous legacy of work and touched legions of people. There are lessons in that for consultants—and anyone who believes their work involves serving others.

Lesson #1: Find common ground.

Ted was able to “cross the aisle” like no one else in the Senate. How? He tried to connect from common values. He believed that Democrats and Republicans alike love their country and genuinely want to create positive change. That belief—plus some good old-fashioned horse trading skills— allowed him to respectfully form alliances (not to mention lifelong friendships) with his colleagues from both parties. The result? Landmark legislation that changed everyday life for millions. Not a bad legacy for a consultant…..

Lesson #2: Lead with joy.

No stranger to tragedy and heartache, Ted always seemed to find the humor—the joy—in everyday life. Boisterous singing (we’re told he had enthusiasm first, talent second), break-neck sailing and tussling with his Portuguese water dogs filled him with happiness every day. His family—both close and extended—was treated with joyful love, not as dutiful distractions from his work. We can lead (and consult) with joy if we regularly fill our life with it.

Lesson #3: When you mess up, work hard to redeem yourself.

Ted was no saint. And one of his biggest errors—Chappaquiddick—ultimately cost him the presidency. As mistakes go, it was a big one. A promising life was cut short. Many would never forgive him. Eventually apologizing, he renewed his attention to his work serving as a voice for the disenfranchised. Ultimately, he made his professional mark championing civil and social rights for the poor, the unemployed, the sick, the disabled and blue and pink collar workers. The moral to this story: when we mess up—and we will—we must work to make it right and spend our time making sure it doesn’t happen again.

Lesson #4: Never, ever give up.

You of course are familiar with his family tragedies, any one of which could have broken so many of us. You may have heard of Ted’s competitive spirit on the water. And you might have even heard of his urging Teddy Jr—fresh from losing his leg to cancer —that “you can do anything”. Ted applied this belief to his professional life also—otherwise known as health care reform. He has battled and cajoled both parties for almost two decades to enact his beliefs. Finally, while working the phones from Cape Cod as he was dying, his Committee produced a bill, the first from the Senate. When is the last time we worked so tirelessly to make our vision a reality?