Should I Become A Consultant?

1. Should I BecomeA Consultant? Pat E. Goodwin Pat Goodwin Associates pat@patgoodwinassociates.com

2. You ARE One! • You already have an area of expertise. • You have functioned often as an internal consultant. • You were paid for that service—just not separately billed.

3. Difference: ‘Packaging’ An outside independent Bill for the service No responsibility for execution

4. Why do it? Self-employment-Autonomy Life Long Learning-You know more than you think you know Good earning potential Satisfying work-Challenging Networking opportunity

5. We’re talking about . . . NOT. . . • Working for a consulting firm Self-employed Solo operator but seek others expertise Working out of home or low-overhead office

6. Do I Want to Do It? • Uncertainty of income • 3+ months of income saved • Prospecting • Selling • Hassles of self-employment

7. Can I Do It? Do I have the ‘right stuff’? Opportunity to learn Get help- Other Consultants-Experts What if I get over my depth?

8. What’s Your Expertise? Functional or technical area(s) Industry / industries Geographic areas A “matrixed” specialty? Collaborate with support group of specialists

9. What We’ll Cover: The consulting process Managing your practice Building your practice Assessing your personal ‘fit’

10. The Consulting Process The “How”

11. Consulting: Giving (selling) advice professionally. The Independent Consultant: A personal service business based on trust.

12. Consultant: ‘Brain on legs’

13. Consulting vs. Contracting CONSULTING • Independent professional • Autonomy is critical • Deliverable is knowledge CONTRACTING • Employee without benefits • Part of the team • Deliverable is a work product

14. Content vs. Process CONTENT • Functional area • Technical expertise • Single intervention • Contract opportunity • Linear project • Boundary issues not key PROCESS • Broad applicability • Team dynamics • Often expands • Contract will compromise role • Cyclical involvement • Boundary issues are critical

15. Edges get blurred . . . • Can slip easily from consultant to contractor • Can slip easily from content to process consulting Watch where you step!

16. Consulting Stages Meet and qualify the client / issue Define the agreement Collect, analyze data-purpose, process, people, personal Provide recommendations, possibly re-contract Implementation phase Close-out / follow-up

17. 1. Meeting & Qualifying • Presenting problem • Background • Stakeholders and prime mover • Attempts to solve • Duration • Resources • Expectations

18. 2. Defining Agreement • Services • Resources • Deliverables • Timetable • Compensation • Rights • Acceptance

19. 3. Collect, Analyze Data Start with stated problem: What they think they want may not be what they need Get to all key stakeholders-Buy in Get to important information sources Peel the onion Pinpoint the core issue Define a practical solution: Purpose, Process, People, Personal Why doesn’t the client do it

20. Data-Gathering Tips What’s really important? To whom? Follow the work flow (through silos?) Anything working right? Where? Why? Where’s resistance coming from? Why?

21. 4. Recommendations To all stakeholders Start with stated problem Trace the research Reframe the problem- Purpose, Process, People, Personal Get all reactions Sum up acceptance / resistance Get closure—or re-contract

22. 5. Implementation Not the consultant’s role! Danger! Can advise as consultant Can refer a resource to implement Can serve as overseer for implementation

23. 6. Closeout / Follow-up May complete the consult On-going advice may be sought Probability of follow-on work Retained for audit / follow-up References: Ask permission to use work as an example for other projects

24. Additional Reading Flawless Consulting by Peter Block Process Consulting by Edgar Schein The Business of Consulting by Elaine Beich Other recent books by Elaine Beich

25. Managing Your Practice ‘A Day in the Life . . .’

26. Business Plan • Content area? • Specific services? • Geographic market? • Market need trends? • Prospects? • Biz objectives? • Form of business? • Risks/constraints?

27. Setting Fees What’s the market rate? What’s my expertise worth? What’s my income objective?

28. Market Rate? In Texas today: • Day? • Hour? Other approaches: • Project • Service trade • Pro bono

29. Your Work Value SALARY-BASED Your annual compensation Divide by 2,000 (hours) Your accustomed rate per hour CONSULTING Multiply by 3 for parity Multiply by 4 for uplift

30. Your Income Objective $100,000 per year is… Month: $ 8,500 Day: $ 850 Hour: $ 100 $150,000 per year is… Month: $ 12,500 Day: $ 1,250 Hour: $ 175

31. Billable Days START-UP Month total: 31 Weekends: -7 Administrative: -3 Professional: -3 Selling: -8 BILLABLE: 10 MATURE Month total: 31 Weekends: -7 Administrative: -3 Professional: -2 Selling: -6 BILLABLE: 13

32. Overhead • Office . . . ? • Technology • Administrative • Marketing / Branding • Professional • Self-employment taxes & benefits • Travel Costs • Insurance / Legal Fees

33. Building Your Practice How Do I Get Clients?

34. Where to start? • You’re not at ground zero! • Check your resources: Vendors, Customers • Check all contacts! • Sort as: - prospects (platinum!!) - advocates (gold!) - talkers (silver)

35. What works: 1:1: • New networking • Old networking Groups: • Speaking / Teaching • Lecturing • Publishing

36. Don’t overdo: • Brochures • Direct mail • “Broadside” flyers • Advertising • Yellow pages (Save your money)

37. Prospects to clients: Personal familiarity Trusted referral Quiet research Validating your credentials Trial contact Bio Data Sheet, Business Cards

38. Web Presence • Checklist item • Doesn’t “sell” • Validates your practice • Gives you global reach

39. Web Page Features • Identity • Credentials • Photo/Bio • Charter / niche • Services • Professional Groups • Testimonials • Examples • Fee guidelines • Availability • Topics • E-mail link LinkedIn

40. Web Page Benefits • Tells your unique story • Validates prospect’s choice • Makes ‘yes’ easy: comfort zone • Can be interactive • Easy to keep fresh

41. Practice-building keys: Display your knowledge, expertise Professional visibility in the right places Show your unique style Frequently add value

42. Assessing YourPersonal ‘Fit’ Is It Right for You?

43. Benefits of Consulting • Autonomy • Variety • Low cost of entry • Low overhead • High earning potential • Great satisfaction, if a fit

44. Risks of Consulting • No structure • No support system • Income uncertainty • Need to invest in self with uncertain return • Work-life integration issues

45. Self-check: • No structure? • Self-promotion? • Closing a sale? • Comfort zone? • Personal situation? • Money drive?

46. High-earning Consultant: Strong drive to make money Runs a BUSINESS! Works a niche Strong belief in self Focused, Disciplined, Motivated Comfort with selling ‘Expert power’ drive

47. The Consulting Conflict ‘Expert power’ drive versus Money drive

48. Comfort Zone: Built-in structure Rewards of managing Satisfaction of getting results Accepted expertise

49. Test the waters… • Tricky to ‘try it for a while’ • Tough to toggle with job search • Contracting is viable option • Consulting can lead to employment

50. Making the Decision PERSONAL FIT • Expertise • Interest • Risks SITUATIONAL FIT • Financial • Spouse, family • Circumstances