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Add You - What Consultants Want You to Know (But You Never Ask)
Retailers actively engaged in- and depended on- advertising to boost sales. Copywriter Claude Hopkins gave Americans a breakfast product "shot from guns" as well as conferring a new status on the importance of copywriting in developing a successful advertising campaign. By the 1920s, American public- and private- consciousness was saturated with advertising. Newspapers, magazines, transit ads, billboards, posters, and window displays proclaimed America's commercial and social progress. The age of mass production, mass selling, and mass advertising had arrived. And most Americans appeared to thrive on it. Broadway, "The Great White Way," attracted thousands of tourists, as did Hudson River steamboat excursions to Albany, during which passengers gazed at lighted billboards
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultant’s expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring manager’s original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which
The most important ingredients to successfully manage change in an organization are: executive sponsorship, effective communication, and accountability. All of these are direct responsibilities of management. Thus, unsuccessful change initiatives are most frequently caused by poor management performance.It’s relatively easy to blame the stubborn grunt workers on the front lines for digging in their heels and resisting change. Much attention is placed on effectively dealing with their emotional response to change. While that is certainly important, it’s really the managers that require much more of the focus. If they are not on board, there is no chance that the individual performers will be.Managers have their reasons for resisting change. After all, they ar
Here is what your consultant would love to tell you about making him or her successful working on your behalf:
1. Please Do Your Homework before I Come In
Too many owners and managers hire a consultant and then stop thinking. They present a list of general problems and expect the expert to conjure dramatic results. This approach almost always ends in frustration and many, many billable hours.
Instead, you have to take the initiative and stay involved. Discuss your needs, problems, and parameters in candid terms from the start. Set a budget or schedule upfront for each project a consultant tackles. Save your skepticism (or your staff’s) for the interview process; once you’ve chosen a consultant, give him or her the benefit of everything you know and access to all important information.
One of the biggest costs in hiring outside expertise is bringing the consultant up to speed on your company’s operations. If you can prepare reports and numbers internally, you can help the consultant stay away from data gathering and other basic reporting functions; keep the consultant focused on analysis. You can tabulate numbers yourself; you’ve hired the expert to help you move forward from there. When you hire consultants, keep in mind that their most important skill should be critical analysis and problem solving.
Another point to consider is that many consultants have a steep sort of half life as to enthusiasm for a project. They are consultants because they like variety. In other words, their best thoughts and greatest creativity come early in their relationships with clients. Being prepared from the start allows you to take full advantage of short attention spans.
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultant’s expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring manager’s original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which
It’s strictly a matter of semantics. Notice the difference between “a” and “your.” It makes all the difference in the world. Let me explain. But first a word about my background.I was a Yellow Page consultant for almost 25 years. During my tenure, I advised various businesses on planning their programs. It involved recommending headings, sizes, directories, layouts, headlines, and other elements that could ultimately spell success or failure. These people relied on my judgment because I was the expert, They were busy running a business and delegated their insurance, accounting, legal issues, and advertising to the professionals in the appropriate fields. And why not? How could any one owner wear that many hats and do them all well? So
Here is what your consultant would love to tell you about making him or her successful working on your behalf:
1. Please Do Your Homework before I Come In
Too many owners and managers hire a consultant and then stop thinking. They present a list of general problems and expect the expert to conjure dramatic results. This approach almost always ends in frustration and many, many billable hours.
Instead, you have to take the initiative and stay involved. Discuss your needs, problems, and parameters in candid terms from the start. Set a budget or schedule upfront for each project a consultant tackles. Save your skepticism (or your staff’s) for the interview process; once you’ve chosen a consultant, give him or her the benefit of everything you know and access to all important information.
One of the biggest costs in hiring outside expertise is bringing the consultant up to speed on your company’s operations. If you can prepare reports and numbers internally, you can help the consultant stay away from data gathering and other basic reporting functions; keep the consultant focused on analysis. You can tabulate numbers yourself; you’ve hired the expert to help you move forward from there. When you hire consultants, keep in mind that their most important skill should be critical analysis and problem solving.
Another point to consider is that many consultants have a steep sort of half life as to enthusiasm for a project. They are consultants because they like variety. In other words, their best thoughts and greatest creativity come early in their relationships with clients. Being prepared from the start allows you to take full advantage of short attention spans.
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultant’s expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring manager’s original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which
Imagine suiting up to run a marathon without having practiced, without knowing your ideal pace, without getting your body (and mind) in shape for the grueling trek.Preparing for business growth is much like preparing for a marathon. There are exercises and scheduled training that you must implement if you want to make it past the finish line.Yet, many entrepreneurs treat their business growth like a race. The first few minutes of that race they're in the lead, running at a brisk and solid pace. Then, suddenly, everything changes...Their pace begins to taper, they become winded and might even feel a little queasy in the stomach. The finish line seems out of reach.If you are racing to the finish line of success in your business, understand that y
One of the biggest costs in hiring outside expertise is bringing the consultant up to speed on your company’s operations. If you can prepare reports and numbers internally, you can help the consultant stay away from data gathering and other basic reporting functions; keep the consultant focused on analysis. You can tabulate numbers yourself; you’ve hired the expert to help you move forward from there. When you hire consultants, keep in mind that their most important skill should be critical analysis and problem solving.
Another point to consider is that many consultants have a steep sort of half life as to enthusiasm for a project. They are consultants because they like variety. In other words, their best thoughts and greatest creativity come early in their relationships with clients. Being prepared from the start allows you to take full advantage of short attention spans.
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultant’s expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring manager’s original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which
Have you ever wondered why some people seem to turn everything they touch to gold while you end up with a handful of lead? Do you comfort yourself by saying that they succeed because they were born with money, great looks, and a better education? Even as you do this, do you push away the knowledge that people like Zig Ziglar, Dave Thomas, and Ogg Mandino were born dirt poor and that Dave Thomas made a fortune without graduating from high school? I have spent most of my adult life studying the lives of people who are successful in life and in business because I wanted to be one too. My discoveries parallel those of Napoleon Hill, Robert Allen, and Thomas J. Stanley, 3 men who have also spent many years studying the habits of successful people. Here are six traits that su
Another point to consider is that many consultants have a steep sort of half life as to enthusiasm for a project. They are consultants because they like variety. In other words, their best thoughts and greatest creativity come early in their relationships with clients. Being prepared from the start allows you to take full advantage of short attention spans.
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultant’s expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring manager’s original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which
In the concept of Franchising the World, we will need to sign up nations. Some believe that we need to set up a marketing and sales department. A marketing department to alert the world of the benefits yes, but a sales department no, not really; you see; My strategy is to not sell franchises.Instead allow other Third Worlds to ask to join. As they see the success of others who have joined they too will join. Simply make the Offer Available thru the United States State Department or a New Committee at the UN, backed and funded by the US and World Bank.We allow the leader of the people who has the will of the people as well contact us, usually this will be a new leader from the people, who wants for the people and not himself. An entrenched leadership, dislike
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultant’s expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring manager’s original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which are best solved by a consultant but many of which are best hired within the company after working with the consultant to develop a plan.
Like any outside contractor or vendor, consultant services are a commodity—and consultants want to sell as much of this commodity over as long a time as they can. That’s their understandable inclination as business people. However, it’s your understandable inclination as an owner or manager to minimize the amount you pay them.
The consultant may be right to say there aren’t quick fixes to serious problems, but don’t let that lead to open-ended engagements. Most consultants agree that restructuring involves two phases: a design phase, in which new ways of doing work are fashioned, and an implementation phase, in which the new ways of doing work actually are put in place. Have the consultant schedule these phases. This helps set up an exit strategy for the consultant, which is an important cost control tool. In addition, the consultant will see the project as a limited engagement, rather than open ended.
3. Please set regular times to meet so that I have access to the person who hired me to get clarifications and not waste your time (and not waste my time).
Set regular times to meet (weekly or monthly) when the consultant will review conclusions, answer questions, and challenge you on better ways to run your business.
Make sure these are working meetings. Avoid meetings that turn into administrative updates. By meeting with the consultant regularly, you can compartmentalize—and better control—the amount of time you spend with him or her. It also forces the consultant to be succinct and not draw on too much of your time. In this context, you can expect more from a consultant than from an employee. The consultant’s attention should focus squarely on problems you’re paying him or her to consider, not on operational details.
Remember that you are paying bigger dollar amounts for this help, so you don’t want a consultant to be billing you for time in your office unless you are using that time wisely. Too many times employees don’t understand how a consulting arrangement works – they want the consultant to be available
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