The Weekly Brief
Memos written for consultants Aug 2014 - June 2024.
The simple action plan for consultancy business developers.
* Weekly - Reach out to 5 connections (3 existing / 2 new). * Monthly - Research and publish a point-of-view article. * Quarterly - Go to a conference potential clients attend.
You don't become great overnight.
It struck me as strange for a while. Big tech firms train sales people in ‘consultative selling’. And consultancy firms train consultants in ‘solution selling’. That’s just something to think about. You don't become great overnight. This week I finished building a new staircase. It’s one
Leaders: you must get a firm's sales culture right.
Firms spend gazillions on training for 'consultative selling'. Yet have a culture and systems that don't support that mindset shift. Something to think about.
To win high-value projects you need influence.
To win high-value projects you need influence. But many people mess it up. Because they aren't happy to ... take the initiative ... influence client buying decisions ... Instead, they step back and ... let things take their course. And that's where most sales are lost.
A prescription to improve conversations.
Listen well. Summarise what people say. Let them know you heard and understood THEM. Then reflect back your thoughts on what THEY said. Try it. You'll stand out.
Aren’t we all dynamic, focused consultants?
Consultancy speak. We all do it. Some more than others. Projects framed as … digital transformation … blue sky thinking … Results described as ... strategy into action … creative collaboration ... And tired words about our work … dynamic … focused … agile ... These words don't impress clients. After all aren’t we all dynamic, focused
Ghostbusters positioning.
How well-known are you? For what you want to be known for. Try the Ghostbusters test. A client wants advice in your arena. Who they gonna call?
Another easy way to stand out.
Easiest way to differentiate yourself? Offer clients a 'wow' experience. How? -- Reduce time spent on internal stuff and nonsense. -- Invest time designing exceptional client meetings.
The worst feeling for consultants is stagnation.
The worst feeling for consultants is stagnation. Especially if you're ambitious. Some symptoms: * Company sets mediocre goals * Client pressures * Competitive games * Stalled initiatives * Disengaged stakeholders * Daily grind * Tick box annual appraisals These would be my worst nightmare. Instead, build a personal practice like an enterprise: * Make the organisation
3 questions to jumpstart a client conversation
Think of a client where you want more impact and influence. Answer these questions: 1. What pressures does the client face in their role? 2. As a result, what unconsidered needs might they have? 3. So, how will you introduce these needs into a conversation?