Many of us are conditioned, while growing up at school, that solving problems means having all the answers. Later in life this manifests in our

We think of team selling as a bunch of consultants working together to win a client, usually lead by a senior partner. This directive isn't about

"When I raise the notion of empathy, she dismisses it as being “a very ‘today’ word” (she prefers understanding)." ~ Vogue interview with Theresa

I have an exclusive, priority email address. I only give it to people I know, like and trust. This week I received an email to that address from a

Earlier this week I was given a 'damn good listening to'. There was something big playing on my mind and I wanted to work it out. I bumbled and

Last week someone hijacked my weekly nugget of wisdom. They turned the concept I wrote about into a full length blog post on their site. Unfortunately

Decision makers don't want to know about your consulting process. Seriously, it doesn’t matter how unique it is. Process is just a series of

This article by Mark Lindwall over at Forrester Research highlights how 80% of meetings with sellers fail to meet executive buyer’s expectations and

Decision Makers don’t get enthused over what you do. That’s not how it works. They buy your consultancy offer because they want something else - a

Your consultancy has great credentials. You don’t find it difficult to get meetings per se. However, when you analyse these meetings, the majority

As consultants, we sometimes have prospects who just don’t ‘get it’. They struggle to see, or believe, the benefits of our propositions. When this

As the renovation of our Victorian house continues I've noticed is that my builder leaves things behind. A small collection of Acrow props, a 110 volt

Experts have deep knowledge about a specific subject. Their expertise may be in digital security, business administration, human resources, public

A brilliant speech - The Power of Listening, a Ted talk by William Ury coauthor of Getting to Yes my favourite book about negotiation.

Consultants love to talk about their unique process, even when it’s not that unique. When asked, clients will generally tell you they’re tired of

You know how it is. You’ve figured out how to do the job and written a great proposal. Under time pressure you’ve worked late into the night because

Walking into a C-Level executive’s office to sell consultancy takes two things, competence and confidence. Nearly all the consultants I meet have

Let's face it, you want clients to call asking for help. The idea of attracting new clients without direct outreach is appealing. That's why I was

“Work is difficulty and drama, a high-stakes game in which our identity, our self-esteem, and our ability to provide are mixed inside us in volatile,

We all know how essential it is that we put ourselves in the clients shoes. So how come we don't do what we know? Related post: Four fears that stop

I read about Arthur Aron’s study in the New York Times about a month ago. It’s entitled The Experimental Generation of Interpersonal Closeness.