Be a Successful Consultant: An Insider Guide to Setting Up by Susan Nash

By Susan Nash

This instruction manual goals to provide you an entire realizing of the stairs you must take to create a winning consulting company. It indicates you ways to start, easy methods to get consumers and the way to stick equipped. through interpreting this ebook it is possible for you to to: outline a transparent strategic course in your company; create an efficient business plan; bring up finance, rate your companies and receives a commission; stability ongoing company with attracting new consumers; and develop into a winning advisor.

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Extra resources for Be a Successful Consultant: An Insider Guide to Setting Up and Running a Consultancy Practice

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This above all; to thine own self be true. ’ Understanding what is important to us and how we operate is not necessarily as obvious as you might think. Looking inside and trying to sort out the collage of abilities, skills, strengths and weaknesses that make up our personality can be quite a challenge. Consider the complexity of developing an accurate perception of your own strengths and weaknesses. In the strengths and weaknesses window below, there are four quadrants. 42 / Be a Successful Consultant Strengths and weaknesses window + Conscious 2 1 – Incompetence + Competence 3 Some Weaknesses 4 Some Strengths – Unconscious Fig.

49 Coaching point Conducting a SWOTanalysis is great when you start your business, but is also useful once a year to keep a pulse on your business opportunities. Case study: Frank Frank believed that working for large organizations was where he could add the most value. He thought his unique selling proposition is ‘A technically competent engineer who can accurately improve call centre operations’. He believed many engineers, while they possessed the technical skills to undertake process reengineering, lacked the interpersonal skills required to build relationships, and be a successful consultant.

How could you build capabilities where you perceive you may be exposed? X Have you completed the exercises on temperament? Have you reviewed the other temperament descriptions so that you are familiar with the di¡erences and complexities of each temperament? What e¡ect do you think your temperament might have on your ability as a consultant? CHAPTER THREE What Type of Consulting Business Are You Running? Game plan The first critical stage in starting your own practice is to be specific about your business direction by defining your vision for the future of your consulting business, identifying your unique selling proposition, and categorizing the main responsibilities for your consulting business.

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