The cold, hard facts about the consulting profession is that most change efforts fail. The failure has little to do with the quality of our project plans or recommended message points. Failure has everything do with ineffective change leadership at the top.
It's for this reason, the number...
The other day I wrote an article on the difference between power over and power with/within leadership approaches. In a nutshell "power over" leadership is all about control and dominance and finding one's source of power from a position, titles, salary, etc. vs. "power with and with" leadership...
At the end of the day, executive leadership is about power.
The quality of an executive isn't defined by whether or not they take the time to get to walk their areas and get to know their employees personally. The quality of a leader also isn't defined by how motivational their speeches are or...
There is a difference between a paying client and a strategic partner.
A paying client is someone who will sign on the dotted line and hire you to deliver your coaching or consulting services.
A strategic partner is all together different. A strategic partner is peer who value all that...
You don’t need masters’ degree or unique certifications to break into corporate consulting or coaching. You also don’t need to become some marketing guru to land work with the C-Suite. Instead, if you want to start finding and landing executive advisory assignments with...
Are You Ready to Take Your Place as an Advisor to the C-Suite?
Consultants and coaches, here’s a truth bomb: If you’re not positioning yourself as an executive advisor, you’re leaving massive opportunities on the table.
And chances are - you know this.
- You’ve probably...
There's two types of consultants. The ones who are drawn to the profession because of the potential for making great money and the prestige that comes from working with the executives.
Then there's the ones who are in it for so much more than money. They also want to make a real difference...
The most common go-to solution for any performance gap is to throw training at it. The truth is, while training is often necessary, it is NEVER sufficient. To move the needle on performance, you have to isolate the root cause to what is getting in the way.
These questions are designed to help you...
It’s a common career trajectory: An employee becomes a front-line supervisor, then a manager, then a leader of leaders and then eventually an executive over a department or an even broader entity. From that perspective, leadership is leadership and executives merely have a larger...
To win business and deliver results - all consultants MUST cultivate their political savvy. While we may think that executives hire consultants for economic reasons - the reality is that more often that not, we're brought in for political reasons.
Politics is not necessarily a bad...
One of the most important questions both new and seasoned consultants MUST answer is: "How much should I charge for my consulting services?"
What your charge and your pricing philosophy determines both your earning potential AND your labor intensity. It's where the rubber hits the road on...
Change is hard.
Anyone who tells you otherwise is probably selling you something or in denial.
And the facts are - it really is getting harder.
My evidence - when I first started consulting, it was no problem to get a senior team together for 3 days to plan for...
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