In this week’s post from David A. Fields, he offers stellar advice and two simple, yet powerful tips to help consultants make a positive impression within the first five minutes of a meeting.
The initial few minutes of every client meeting present your consulting firm with a unique opportunity. Will you let it slip by unnoticed, or create a regular, business-building habit to maximize that time?
Let’s say that next Tuesday you’re scheduled to deliver a regular, periodic project update to your consulting firm’s client, Gridlock Enterprises. You’re joined for the half-hour Zoom meeting every month by Gridlock’s Chief Obstruction Officer, Philip A. Buster.
Typically, you dive into an update of the progress you’ve made on your consulting project for Gridlock, note the next steps, solicit feedback Phil may have heard from his team, then confirm the next month’s call before signing off.
For your next meeting with Phil, though, you’ll kick off the meeting differently. Better. You’ll use two simple and powerful techniques:
Key points include:
- The right-side up meeting intro
- The connection carveout
- Unforgettable stick figures
Read the full post, You Did What?! The Ideal, First 5 Minutes Of Every Consulting Meeting, on DavidAFields.com.
With the pandemic slowing the pace in how we live and work, many of us may feel stuck. Luckily, Mike Ross shares a quick tip to help set movement in motion.
I’m lucky to spend a lot of my time working with highly intelligent, motivated people; helping them think through decisions for themselves and their organizations. Some big decisions, some small ones, but these conversations often share a striking similarity – the people I’m speaking with usually already know what to do.
They know the answer. They’re just stuck.
And what makes them stuck is fear. Fear of getting it wrong, of making a mistake, of screwing something up and regretting it. And they come to me (and people like me) to validate their ideas. Sometimes we find a piece of evidence or a fact that they overlooked that helps them to re-think their idea and chart a new path, but in many cases, they would be just as well served by trying their ideas out (on a small scale to begin with) and learning as they go. And that’s usually the advice that I give them. Try it and see.
They don’t really need a consultant or an adviser or coach. They just need the starting point of a plan and permission to move.
So here’s a quick hit to help you get unstuck…
Key points include:
- Tackling risk
- Gathering ideas
- Breaking through fear
Read the full post, Permission to Change, on LinkedIn.
David A. Fields posts a positive reminder that everyone can promote purposeful change, including consultants.
Today’s an excellent day to briefly remind you of the good your consulting firm does, and the importance of understanding the “Why” behind your consulting firm’s engagements.
In all likelihood, your consulting firm doesn’t directly address widespread injustice, relieve oppression, or combat systemic prejudice.
Yet, your everyday actions leading a consulting firm are still a vital, positive contribution to the world.
A Force for Good
Amidst once-in-a-generation societal storms, your consulting firm’s work may sometimes feel inconsequential.
It’s not. You have every right to be proud of your consulting firm’s work, promote your offerings and continue to pursue consulting projects.
Read the full article, How Your Consulting Firm Can Be A Force For Good, on David’s website.
David A. Fields offers actionable advice on how to respond to a client when consulting work veers off the rails.
When you, your consulting team and your client all stay on task and positive, consulting is a fun, challenging and rewarding profession. When consulting work veers off the rails, though, how should you respond?
Lines are confusing
Let’s say you want to engage in outreach to your prospects. Rupert, SVP of Everything is next in line. So, you drop him a line. He answers and asks you to hold the line. (Didn’t you just drop it?)
Ugh, you’re on hold, but business is on the line. Two minutes of elevator music. That’s where you draw the line. Is it the end of the line for Rupert? Hard to know—it’s a fine line.
Read the full article, How Your Consulting Firm Should Deal with Clients that Cross the Line, on David’s website.