Why Maintaining Organizational Flexibility is the Key to Sustainable Growth for your Consultancy?

Why Maintaining Organizational Flexibility is the Key to Sustainable Growth for your Consultancy?

A consulting firm is a dynamic organization that is vulnerable to the fluctuations of the business cycle. New projects come and go, and the people who staff your firm tend to change over time. While you may not have current problems with recruitment, finding the appropriate level of staffing is tricky. A major economic event could shift the entire market, meaning that your company might quickly lose or gain projects that affect your staffing scheme. Whether you have too many staff on hand or not enough, firms rarely end up in the middle with the perfect number of consultants.

Due to unpredictable economic changes, it’s important to have a flexible staffing plan that accounts for factors affecting your firm’s optimal size, considering the structure of the business and the market demand. The appropriate level of staffing is not an issue that will go away. With too many consultants, you could lose profitability in the case of headwinds. Without enough consultants, your firm could miss important opportunities to grow and profit. In addition, having excess staff could mean that your firm accepts projects for which it isn’t qualified, which creates the risk of damaging your credibility. In a consulting firm, delivering great value and return on investment for your clients is a must have, but the key to profitability is finding the size and cost structure that works for you.

Optimizing the Risk Rewards Equation

The driver for profitability, in all asset-intensive businesses, is optimizing the utilization of the assets. Consulting, despite being asset light from a tangible standpoint carries the bulk of its costs through salaries. This means that you need to find the right trade-off to get the maximum economic performance results from the utilization of each employee, without overextending your human capital budget.

Besides sizing, finding the right equilibrium between base salary and bonus Is very often an underestimated lever. Many consultancies consider the total compensation as a fixed cost and link the bonuses to the quality of delivery without taking advantage of the flexibility it could provide.

Tying part of the bonus calculation to the economic profitability of the firm can not only mitigate partially the risk of the downturn but also drive the right behaviors from your consulting staff.

Another lever can be, to change the ratio between base salary and bonus to lower the guaranteed amount but grant higher rewards if the firm is doing well. This is a deal that many young consultants are more than willing to take as it mimics the classical partner structure they aspire to.

Sizing for the Unexpected

Just like staffing for any business, maintaining the right number of employees directly affects your profitability. Keep in mind that, once you have people on the payroll, you measure profitability by what remains after their checks clear your company bank account.

Your firm makes a financial obligation to employees, at least in the short term, by offering ongoing employment and perhaps benefits and perks. When you extend your budget for more staff, financial issues and downsizing might threaten your ability to keep them on the payroll. Or worse, the pressure to keep up with your payroll needs could lead you to unscrupulous or deviant behaviors to capture new business.

You cannot always predict an economic downturn. Because of this, your firm should add new employees in stages, so as not to overextend the payroll budget. It’s always easier to hire new consultants than it is to fire them, so be prudent. If you do have to begin downsizing, you run the risk of blemishing your firm’s reputation and damaging relationships with your consultants.

Investing in Non- Production activities

When reviewing your sizing assumptions, it is important to anticipate that not all days will be productive. First by design as assignments usually don’t align themselves to optimize your own schedule. Second as you need to dedicate some time to other activities that are key to the sustainability of your company. Those activities will range from commercial and networking to more knowledge related tasks on research, capitalization, thought leadership and knowledge sharing. This layer in your resource planning is extremely important as it will condition your ability to bring something fresh to your clients and your flexibility to move from one contract to another.

Preparing for Good News

Once you have defined the minimum size and added some resources to handle other activities, choosing the right size for a consulting firm is still not an exact science. As it turns out, with a sizing like this you might be unable to take additional projects and therefore to grow your business.

The secret formula lies somewhere in the ideal balance between internal and external resources. This means that you have enough full-time consultants on staff to provide stability and to inspire client confidence. While at the same time, you have successful partnerships with external organizations and individuals to meet the requirements of special projects on schedule.

You want the size of the staff to meet the level of projected demand. You also want your company to build a network of valued partners and qualified subcontractors. This enables your firm to augment consulting staff when the demand for all projects exceeds your internal capacity. When you accept new projects, you can temporarily take on extra consultants. Later, you can scale down to the usual team size, especially after those extra projects are completed. Unless in the frame of a deliberate strategic move, none of your projects should extend your firm too far beyond its core competencies.

Partnering with Qualified Staff

While you may rely on external consultants, you must also ensure that each of these resources possesses the right skillset for the job. Not every consultant will have the appropriate qualifications for each new project. You may need a diverse recruitment strategy to attract subcontractors who can augment your operations.

Beyond the optimization of your cost base and the proper management of your company’s risk profile, working with external partners creates new business opportunities. When you expand your professional network, you can pitch new business. Your additional partners can bring capabilities that are complementary to your core business. At first, this may seem like conflicting advice, but your firm should begin by adding partners with capabilities that closely relate to your core competencies.

While you could augment your staff through relationships with other firms around the world, it’s important to choose those located in countries or regions that offer your company the biggest competitive advantage. The intent is to win new business. This occurs, in part, by attracting the interest of the companies that are familiar with your new business partners.

Be Flexible and Prepare for the Future

Your firm will eventually adjust the number of staff, hopefully, to include more consultants. This will mean that the pessimistic scenario is improving and that you are growing your activities in a sustainable way.

Even though financial challenges may arise, you will agree that the best time to add more human assets is when things are going well. When your company is successfully completing its current projects, and attracting more projects and your worst-case scenario in term of planning can cover your internal staff it may be time to consider adding at least a few consultants to your team. In essence, you are scaling up to prepare for future growth while managing risks. Looking at your teams and discussing the capabilities needed for new opportunities, as well as factoring in the use of qualified partners and subcontractors, will help you to optimize your consulting set-up.

Balancing your current resources, while leveraging partnerships, doesn’t mean you need to fundamentally change your recruitment plan but those adjustments can make all the difference on your balance sheet, reduce risk, provide higher rewards to your employees and open new opportunities to fuel your growth.

 

About Teambuilder


Teambuilder is the first global marketplace specialized in providing consultancies and independent consultants alike a shared location to communicate their project team needs and pair it with the right skills and expertise. The platform is designed to streamline the search process for bringing on consultants to strengthen your team and win more projects.

50 Ways to Ruin Your Proposal: The Problem is All Inside Your Head

50 Ways to Ruin Your Proposal: The Problem is All Inside Your Head

      The many common mistakes performed by consultants while preparing their proposals are not just inside their head. Mistakes often enter into proposals and presentations in the most awkward time and manner.

The following is a list of many of the possible ways we have seen consultants ruin their proposals. Examine the following list with care (and humor) because the proposal is often the first impression you make on the client and you know the saying: “The first impression is always right, especially if it’s a bad one.”

  1. Call your client by another name. They like that; it’s like role playing! Even better, if you forget the name of their entire company, that will really impress them. They’ll think, “Wow, they can’t remember our name? Their business must be booming!”
     
  2. Forget the name of a previous client on your document. Who cares about confidentiality? I mean, isn’t a name on a document just like a referral?
     
  3. Present a generic presentation. Like people, all businesses are the same, so you don’t need to put too much effort into building your presentation. Right?
     
  4. Don’t insert the company’s logo, or if you do, use the wrong one. What’s in a logo, anyway? Chances are, the client won’t even notice.
     
  5. Don’t customize the resumes of the project team. No one cares about who the guys are on your consulting team. Their seniority and expertise don’t actually have much bearing on the project. Besides, the client should trust your judgement in personnel. That’s why they’re hiring you, isn’t it?
     
  6. Don’t answer the questions of the clients. If you’re not careful, you could learn a thing or two about the context of the project and better tailor your proposal. Yikes!
     
  7. Forget the criteria of choice included in the RFP. The client included that just for kicks. It’s really not that important and definitely not worth your time to include.
     
  8. Present a bland presentation. Graphics and images are much too distracting. Keep your documents black and white with 12-point Times New Roman font and no formatting, except for paragraphs. That will catch their attention and show them that you mean business.
     
  9. Don’t explicitly state your pricing. When it comes to pricing, it’s better to keep your client in the dark. He should just trust you on this one. After all, trust is rarely earned through clear communication.
     
  10. Hide some fees here and there. It is just like an egg hunt. Clients love it, and it keeps them on their toes.
     
  11. Forgo details about your approach or the deliverables. If the client has done their research, they should already know how your services will fit with their business needs.
     
  12. Don’t explain the governance of the project. You might give the client a good understanding of the roles and responsibilities of the different parties involved. This would give the client the elements to estimate their internal cost for the project; see point 9 above.
     
  13. When you change the pricing, don’t say so. Especially when it goes up! Clients love hidden surprises, almost as much as they love egg hunts.
     
  14. Don’t talk about timelines or milestones. It is very often a minor subject for your client. Focus on how this is going to be a long-term relationship with no clear results or predictable costs. That will reassure your clients that you have everything under control.
  1. Send the proposal by email, and wait for the client’s answer. Don’t give them the chance to ask questions. You could end up having to rework the proposal. What a waste of time!
     
  2. Ignore the timeline explained in the RFP. The client will not include that element in the evaluation, unless you actually think they need your services in a timely fashion.
     
  3. Use psychedelic color schemes. The tie-dye theme was a great hit at your seventies party. Your clients will love it too!
     
  4. Don’t ask questions. You already know their business. Why would you waste all that time and energy? You are the consultant, and they’re here to learn from you, right?
     
  5. Provide solutions to issues not found in the RFP. After all, you know their industry/product/market better than they do. Why not “wow” them with your prescient ability to create solutions in areas without any problems?
     
  6. Don’t listen to the client. Listening to the client talk about their needs is a pain. You might have to collect more information or even have to rework your proposal to better meet their expectations.
     
  7. Base your price upon a client’s ability to pay. Larger companies can pay more. It’s not like they picked you because they thought you would offer a better price, right?
     
  8. The longer, the better. Need we say more?
     
  9. Give them a long, comprehensive overview of your company. The client really needs to understand who you are, as a company, before anything else. You’ll get extra points if they fall asleep.
     
  10. Don’t demonstrate an understanding of the scope and goals. Go directly to the pricing section. That’s what really matters to the client.
     
  11. Offer them the moon. Sure, you know that you can’t actually deliver the customer a 500% return on their investment in the first 6 months, but hey, the customer is really excited about that guarantee.

Okay. So, you get the idea. This list could go on and on, but these points are starting to sound like variations on a theme. (Speaking of variations, if you have never listened to the Paul Simon song this post is parodying, enjoy.)

In truth, these points are guaranteed ways to start a bad consulting relationship and probable ways to never start one. Some of them are even possible causes for litigation. The best way to avoid them is to do these 5 simple things: ­

  • Customize ­your presentation for each client. Every time.
  • Work on the form ­of your presentation. People are visual, visuals do matter.
  • Be clear on how you will do the work. Definitions and roles give everyone guidelines on how to move forward.
  • Be transparent about the pricing. Customers really don’t like hidden prices, and it’s not like an easter egg hunt.
  • Start working the relationship with the client. Communicate, listen, ask questions, and understand that this is their business. Your job is to help their business succeed.

Do these five simple tasks and you can avoid any number of ways people ruin their proposals.

Never Miss Another Opportunity with the Right Collaboration

Never Miss Another Opportunity with the Right Collaboration

Most talented small and medium-size consulting firms are likely to have run up against the same type of frustrating conundrum while securing new work: staffing limits. No, this is not simply a matter of the number of colleagues on board. Instead, we are focusing here on other staffing-related limitations:

  • What if an opportunity at hand includes a specific area of expertise that your firm currently lacks?
  • What if a given opportunity requires widespread geographic and/or cultural challenges?

The good news? There is one word to ensure you never miss an opportunity: collaboration.

Effective consulting firms innately understand and value the idea of collaboration. The internal work habits of effective consulting firms reflect a constant flow of interconnecting collaboration. After all, consultants collaborate with clients all the time—and train clients’ staffs to strengthen their own internal collaboration.

Let’s take a closer look at turning to collaboration to enlarge your consulting firm’s circle of opportunity. But first, we’ll briefly review impractical paths to avoid, as they may end up doing more harm than good.

 

Impractical Paths

The Eager Beaver

The eager beaver is the one who jumps up and says, “Yes, we will do it!” while not quite knowing whether the specific expertise is there, sufficient consulting time is available within the client’s timeframe, or the ability to reach the client geographically is practicable. It’s similar to that old joke about the piano mover who says, “I got it, I got it, I got it …I don’t got it,” as his end of the piano crashes to the floor.

We’ll just call Charlie Whatshisname.

An opportunity comes your way, and you realize that you will need to add one specialist to round out the best team to tackle the job successfully. Possibilities race through your mind until you recall that at a recent conference you met Charlie (what was his last name again?) who has just the right experience. Or does he?

  • Do you know the depth and breadth of his expertise?
  • Does his value proposition complement or clash with yours? What about his consulting style?
  • Have you checked references?

The downside to precipitous consulting decisions? Damage all around: to your reputation and professional relationships, to your ability to attract new clients, and most importantly, to your and your client’s bottom lines. It is much better to take a pass than jump in too hastily and unprepared.

So how can you accept and deliver on the opportunities that come your way, without taking one of these impractical (and risky) paths? Read on to learn how collaboration can rescue you from missing future opportunities and provide the value your customers seek.

 

Preparing for Those Forks Along the Path

Different forks along the path can stop consultants in their tracks—or worse, lead them astray—unless collaboration is built into the equation. Understanding those forks is the best preparation for deciding to create new collaborations. Here are six forks to look out for:

1. If yours is a generalist firm, you often face the tough choice of whether to take on a job yourself, take on a subcontractor, or take a pass in favor of a specialist.

2. On the other hand, as a specialist, you may be asked to expand a project into areas outside your expertise.

3. In today’s global economy, some assignments will require a simultaneous presence in more than one part of the globe. For example, a manufacturing firm may need you at headquarters and at their plant, half a world away. A high-tech enterprise may require simultaneous services at their site and the site of an important partner on another continent. In other words, while some assignments are manageable with minimal travel, others require you to decide which fork to take: a consulting partner, or a pass.

4. Globalization also provides the chance to land choice assignments with clients and stakeholders anywhere in the world—an exciting opportunity to be sure, but yet another fork along that path. I remember the story of a French consultant asked to facilitate the cultural integration between Korean and Chinese workers on the Chinese border. That French consultant faced the question, “If not me, specifically who would be the right fit to handle this project for the best outcome?”

5. Let’s say you are considering taking on a consulting team as a subcontractor for a sizable project. Have you explored their comportment with clients, their stances on the situation facing your client, and how they go about working with a client’s staff? A partnership that works at cross purposes or is perceived by clients as incompatible will not only confuse clients but fail to provide the quality outcome the client deserves.

6. The nature of a project defines your consulting relationship with the client’s staff. Some projects require you to be perceived almost as one of the team. Yet, the needs of that client may evolve, altering the nature of the work, which now may require you to be the bearer of tough messages—creating a perception among client staff that you are Dr. Jekyll and Mr. Hyde rolled into one. It’s more than uncomfortable; it impacts your ability to serve the client’s needs effectively. Are you ready to pivot to a collaborator?

 

Tapping the Right Collaborators

The ability to tap the right collaborator is your next challenge.

First, be clear about the scope and boundaries of the collaboration, before you approach a key potential collaborator. Here are three options:

  • Pitching the project together as a partnership: You may gain a competitive advantage to land the assignment with the combination of your respective skillsets and credentials.
  • Subcontracting deliverables: It makes sense to turn to this option when you need a wider geographic range during the project and/or simply more help.
  • Brokering a new consulting relationship between your client and another consultant: The consultant in question may just be the better fit for a specific assignment—allowing you to bask in the glow of the value you have added for the client.

A partnership, of course, may be the most interesting and rewarding path to follow.

 

Building a Collaborative Network

One way to ground your decision to collaborate is to take the time to build a network of highly qualified specialists, over a wide geographic area, whose value propositions and styles mesh with your own.

Vetting can take quite a bit of time up front. However, you can minimize that by taking a hard look at the types of work coming your way and the geography you would need to cover to handle those opportunities successfully. Look for specific partners who are able to fill the gaps you have identified in your firm, and don’t forget to factor in their potential availability.

Regardless of how natural a networker you may be, if you are like most consultants, your time is tight and your current network typically consists of former colleagues, some consultants with whom you have crossed paths, and former clients-turned-consultants.

Fortunately, for those times when you encounter an assignment leading to one of those forks along the way, you can turn to a company whose sole expertise is helping you find qualified consulting partners with the specific expertise and geographic area that will allow you to never miss another opportunities, reduce your risks and deliver the value your clients expect.

Consulting Quest specializes in identifying consulting solutions that boost your competitive edge. We have put in the time, build the world largest database of pre-vetted the consultants, and understand that you need the perfect fit in terms of skillset, value proposition, style, culture, and geography. Do not hesitate to reach out if you want to discuss further how we could collaborate.

Irrational Value Assessment: How Perceived Value Can Help Consultants

Irrational Value Assessment: How Perceived Value Can Help Consultants

The power of perceived value is a fascinating thing. And how one uses perceived value can be significant.

Even recent scientific research agrees. In an essay for Forbes about behavioral economics, Mukul Patki asks the following question: “Are you more likely to admire a $5 bottle of wine, if I lied to you and told you that it costs $45?

The answer, according to behavioral economic studies, is a resounding yes.

The reasons why this happens actually holds some fascinating lessons for business consultants. Besides having excellent analytical skills, as well as honed sales techniques for pitching ideas and proposals, a business consultant who has an understanding of perceived value and the science behind irrational value assessment can gain an edge.

We know this because we match up consultants with the companies who needs their particular skill sets. We know how hard it is for consultants to rely on networking to get by, and what it takes for a consultant to become a company’s preferred consultant. And we have the data and science to explain it.

The Power Of Perceived Value

Let’s look a little closer at the science behind perceived value. Although the following three examples—the wine-club experiment, the puzzle-solving experiment, and the growth-hacking example—lie outside of the business-consulting domain, they demonstrate powerful principles that consultants can use.

Researchers invited the Stanford Wine Club to taste a few bottles of wine. The bottles had no identifying labels on them other than price tags. One bottle was labeled with a $5 price tag. Another bottle was labeled with a $45 price tag. But this was the catch: the $45 price tag was a lie. The high-priced wine was no different from the $5 bottle.

The results were telling: the wine club rated the $45 bottle higher and the $5 bottle lower.

But the Stanford Wine Club were not being elitists. They really did enjoy the wine with the $45 label more, even though it was the same cheap wine in disguise. When the experiment was done again under an MRI machine, researchers found activity in the prefrontal cortex of the brain that showed that they really did experience greater pleasure when they drank the wine marked with a higher price.

The implications here are profound. Higher prices actually change the way our body experiences a product. The brain responds to a higher perceived value with a stronger release of dopamine.

But that’s just the beginning.

Can Higher Perceived Value Improve Problem-Solving Skills? Yes, It Can.

In another experiment that Patki references, researchers had students complete as many puzzles as they could in a set time. But beforehand, the researchers had the students purchase energy drinks with high levels of caffeine and sugar to improve their alertness during the puzzle test.

Here was the catch: half of the students had to pay full price, but the other half was given a huge discount. The results? The discount group solved fewer puzzles. In fact, their success rate was 30 percent lower than the group that paid full price.

The higher perceived value of the energy drink improved their alertness and focus.

Learning About Value Proposition From Growth Hackers

Behavioral economics and irrational value assessment can be, as Patki wrote, “the key to developing winning value propositions.”

Startup companies, in this case, provide a useful example. In Ryan Holiday’s monumental book on growth hacking, he used DropBox as the classic example. DropBox created an invitation-only waiting list for early adopters. Rumors about the waiting list spread, and a sense of exclusivity swarmed around the new app. The waiting list exploded to 75,000 names, and when the app was released, it was a huge success.

Building perceived value, whether or not anyone knew anything about Dropbox, sent their value proposition sky-high. It strengthened their promise of value that they would deliver to their clients, and it created a strong belief within the clients that the promised value would be delivered.

What Business Consultants Can Learn From Perceived-Value Principles

Although the example above involves startup company tactics, the general principle is the same for consultants: use the power of social proof and exclusivity—while retaining courteous professionalism—to help companies see your value. The psychology behind it has been proven: when a person is asked to work a little extra or pay higher to get something, their belief in the value of that person or idea increases.

But the reverse is also true and by underpricing for the value you deliver you may impact negatively the way you are perceived and drive yourself out of the race you thought you would win through a large discount.

In the context of business consulting, it is a subtle art. You should always be easy to work with—as we explain in our blog post The 10 Commandments of a Great Consultant—but you should also be careful that you’re not diminishing your perceived value. Make conscious and strategic efforts to increase it when you can do it in a reasonable way.

Apply to yourself some simple principles to align your pricing and the value you deliver, keeping a detailed database filled with information from evaluation and feedback can be of priceless value and will help you to continuously improve.

And no matter what kind of strategy you employ on the ground level, the broader lesson here is simple: do not neglect the incredible power of irrational value assessment, and use it as a complement to your carefully honed analytical and sales skills.

Sell Less To Sell Better: A Key Disruptive Strategy For Your Consulting Business

Sell Less To Sell Better: A Key Disruptive Strategy For Your Consulting Business

A Day In The Life Of An Overworked Consultant

It’s early in the morning, and you roll out of bed. You take 20 minutes to exercise and grab a protein shake, when your day really begins.

Open your email and start prospecting. Rush to your first of four meetings with clients and potential clients. Through the dizzying buzz of a typical day, you barely have time to eat, as you manage your own website and marketing, your content delivery, and plan for your customer’s needs. By the time the day has flown by, you drop into bed knowing that you have four hours before you start it all over again tomorrow.

Whether you’re a single consultant building a niche consulting boutique or you’re part of a big consulting firm, this is the busy day you often face. You’re running from one activity to another, marketing your consulting expertise, prospecting clients, and working with current clients. You often don’t have time for planning or reflection.

When Less Is More

No matter the size of your organization, there is a limit to the time your team has in each day. Many consultants are great at helping their clients outsource key non-core activities, scheduling, and creating for others a business that is focused and cutting edge.

But consultants rarely have time to do the same things for themselves. Your business involves helping other businesses manage their operations and planning, but your own time management is lacking in both your business life and your personal life. Often, the important activities of planning, rest, and recovery all get put to the side when you invest all of your time working.

That’s why it’s important to remember that sometimes, you must sell less to sell better. When you have the energy and focus you need, you can build great product funnels and create value for your clients. You’ll have the space to engage each customer at full capacity.

Build A Consulting Business That Allows You To Focus On Your Strengths

Most of the consulting industry is ruled by large firms, and many medium-sized consulting firms are just vying for the right to be bought out by the larger firms. How are smaller consulting firms to compete?

For consultants wanting to break into the market, it is important to utilize the power of networking with consultant brokers. These are the firms that work with executive search committees to find the right consultant for different jobs. The brokers can review your consulting goals and achievements, and match up clients’ and consultants’ price points, expertise, and needs.

This model of networking and business building creates an opportunity to specialize in the areas you are most passionate about, to charge the right amount per customer, and to grow your business through providing excellent service to each and every customer. Focused consulting gives you the ability to create happy customers. And the only way to do focused consulting is with a less-is-more attitude.

With this disruptive strategy added to your business plan, you’ll reduce the time spent on bringing awareness to your potential clients and instead focus on delighting them with excellent consulting.

Know When To Outsource

There are many situations in which it makes better sense for you to outsource. By outsourcing the right tasks, you’ll free up your time to grow your business, to increase your productivity, and concentrate on doing quality work for your current clients.

Hire others to take care of low value-added tasks — those tasks that are not essential to what you do, and that are easy to delegate. Delegate tasks like day-to-day office responsibilities. And don’t be afraid to hire a subcontractor or refer to a broker, if you’re consulting in an area in which you don’t have the expertise.

Knowing when to outsource and when to delegate is an important part of freeing up your time to be more productive.

Network, Outsource, And Reinvigorate Your Business

As “no” becomes an answer you can afford to give clients, you can also afford to say “no” to urgent activities that are not key to your business focus.

Focusing on how to deliver high-quality service to the right people gives you the freedom to outsource your marketing and PR activities to others. As you outsource the activities that used to fill up your schedule, you’ll have more time to focus on reinvigorating your business — and yourself.

The following benefits will flow naturally out of a focused business plan with proper outsourcing:

  • You’ll Be Better At What You Do. Ultimately, you’ll positively impact your bottom line. You’ll have the time to build an excellent reputation for yourself, you’ll acquire experience and become a reference in your field. With the ability to give more valuable advice, you’ll be able to price your fees accordingly.
  • More Time For Professional Development. Every Stay up-to-date and current in your field. Allow yourself the time to read and write articles, attend conferences, and become a knowledgeable resource for others.
  • More Time To Strategize. Each activity you do can be improved, but you don’t always have the time to examine the best way to improve your work. Taking the time to strategize is necessary. Figure out how something can be improved and really think about the answer.
  • More Time With Your Clients. When your business life is made up of constantly clamoring for more and more clients, your current customers can easily be left by the wayside. Analyze how your current customers can better be served, and build a relationship with them. By strategizing, you can take the time to let your consulting product grow naturally through the rest and restart cycles of organic growth.
  • Time to Expand. Expanding your business can actually be detrimental if you don’t have the time to reflect on how changes are impacting current best practices. You must plan how to integrate an expanding business with your current consulting passion, and plan out the who, what, when, where, and how of your expansion plans.

 

And ultimately, you’ll have more time for yourself! But we think you know what to do with that.