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| Introduction | |
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| Genesis: Consulting as a Profession | |
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| Origins and Evolution: From Whence We Came | |
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| The Role of a Consultant | |
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| The Ongoing Need | |
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| Various Forms | |
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| Examples of Success | |
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| The Future | |
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| Reestablishment of Corporate Loyalty | |
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| HR Becomes the Incredible Shrinking Function | |
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| Insourcing | |
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| Volunteerism | |
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| Right-on-Time Learning | |
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| Creation: How to Establish and Improve Your Firm's Presence | |
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| Legal | |
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| Incorporation | |
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| Protection | |
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| Financial | |
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| Insurance | |
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| Retirement | |
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| Normal Conditions | |
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| Administrative Support and Resources | |
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| Emotional Support and Resources | |
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| Inordinate Fear of Risk | |
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| Time Demands and Loss of Attention | |
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| Dueling Careers | |
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| Two Available Structures | |
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| The True Solo Practitioner | |
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| The Firm Principal | |
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| Philosophy: What You Believe Will Inform How You Act | |
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| Value Trumps Fee | |
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| Reducing Labor Intensity | |
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| Identifying True Buyers | |
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| Conceptual Agreement | |
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| Objectives | |
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| Measures of Success | |
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| Value | |
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| Leveraging | |
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| Principles of Leverage | |
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| Exodus: Consulting as a Business | |
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| The Journey: How to Market Your Value Rapidly and Profitably | |
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| Creating Gravity and Attraction | |
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| Reaching Out Effectively | |
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| Viral and Social Media Implementation | |
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| Creating an Accelerant Curve | |
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| Shameless Promotion | |
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| Technology Strategies | |
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| Presence: How to Be an Authority and Expert | |
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| Creating and Nurturing a Brand | |
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| Expanding Products and Services | |
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| Considering Alliances | |
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| Referral Business | |
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| Client Referrals | |
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| Nonclient Referrals | |
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| Indirect Referrals | |
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| Retainer Business | |
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| Global Work | |
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| Celebrity: How to be the Authority and Expert | |
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| Thought Leadership | |
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| Authorship | |
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| Value-Based Fees | |
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| Subcontracting, Franchising, Licensing | |
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| Subcontracting | |
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| Franchising | |
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| Licensing | |
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| The Talent Prevails | |
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| Reinvention | |
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| Creating Communities | |
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| Deuteronomy: Consulting Methodology | |
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| The Perfect Proposal: How to Write a Proposal That's Accepted Every Time | |
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| Assuring Success | |
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| Find the Economic Buyer | |
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| Establish a Trusting Relationship with the Economic Buyer | |
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| Demonstrate That You Are a Peer of the Buyer, Not Lower-Level People | |
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| Always Create a Definitive Net Time and Date | |
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| Conceptual Agreement | |
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| Objectives | |
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| Measures of Success, or Metrics | |
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| Value | |
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| The Nine Components | |
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| Situation Appraisal | |
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| Objectives | |
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| Measures of Success | |
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| Value | |
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| Methodology and Options | |
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| Timing | |
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| Joint Accountabilities | |
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| Terms and Conditions | |
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| Acceptance | |
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| How to Submit | |
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| Never Suggest Phases | |
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| FedEx the Proposal | |
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| Create a Time and Date Certain to Review | |
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| Don't Add Bling | |
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| Before Submitting, Ask One Key Question | |
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| Be Prepared for Success | |
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| How to Close and Launch | |
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| The Buyer Wants to Meet | |
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| The Buyer Says That Some More People Will Look at the Proposal | |
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| The Buyer Loves Option 3 but Only Has Budget for Option 2 | |
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| The Buyer Attempts to Negotiate Price | |
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| Implementation: Magic Formula: Rapid Results with Low Labor Intensity | |
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| The Role of the Buyer and Champion | |
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| The Buyer Must Exemplify the Desired Behavior | |
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| The Buyer Must Enforce Subordinate Accountability | |
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| Buyers Must Use Their Clout Where Needed | |
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| The Buyer Is Your Partner and Must Act like One | |
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| The Key Stakeholders and Influence Points | |
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| Avoiding Scope Seep | |
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| Midcourse Corrections | |
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| Disengaging: It's Been Nice, but I Really Must Be Going | |
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| Demonstrating Success | |
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| Obtaining Referrals | |
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| Obtaining Repeat Business | |
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| Expansion | |
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| Addition | |
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| Transference | |
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| Exploration | |
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| Creating Testimonials and References | |
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| Prepare the Buyer | |
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| Always Provide Options | |
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| Seek People Other Than Your Buyer | |
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| Use Multimedia | |
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| Provide Examples of What You Need | |
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| Guarantee Nonabuse | |
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| If Requested, Write It Yourself with Options | |
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| With References, Stipulate What's Expected | |
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| Long-Term Leverage | |
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| Acts of the Apostles: Implementing Consulting Methodologies | |
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| Interpersonal Methodologies: People First | |
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| Coaching | |
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| Facilitating | |
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| Conflict Resolution | |
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| Objectives | |
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| Alternatives | |
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| Conflict over Objectives | |
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| Conflict over Alternatives | |
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| Negotiating | |
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| Musts | |
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| Wants | |
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| Skills Development | |
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| Teams and Groups: No One Is an Island | |
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| Leadership | |
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| Succession Planning | |
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| Career Development | |
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| Teams versus Committees | |
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| Communications and Feedback | |
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| Organization Development: All the King's Horses, and All the King's Men… | |
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| Strategy | |
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| Change Management | |
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| Cultural Change | |
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| Crisis Management | |
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| Innovation | |
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| Proverbs: Consulting Success | |
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| Ethics of the Business: What's Legal Isn't Always Ethical | |
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| When Bad Things Happen to Good Consultants | |
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| Case Studies | |
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| Financial Follies | |
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| Protection and Plagiarism | |
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| When to Refuse Business or Fire Clients | |
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| Doing Well by Doing Right | |
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| Exit Strategies: Nothing Is Forever | |
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| Building Equity | |
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| Licensing Intellectual Property | |
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| Achieving Life Balance | |
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| Finding Successors and Buyers | |
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| Transitioning | |
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| Payback and Reinvestment: We Build Our Houses and Then They Build Us | |
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| Mentoring Others | |
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| Advancing the State of the Art | |
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| Participation in the Evolution | |
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| The Future | |
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| Physical Appendix | |
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| Virtual Appendix | |
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| About the Author | |
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| Index | |