You can look at the role of a consultant as someone who simply provides solutions to enhance leadership and business results.
Or you can see the role through a more meaningful lens as someone who comes alongside senior executives in order to speak truth to power and influence decisions that benefit the entire system.
To fulfill either of those roles - you need one thing: an ability to conduct organizational assessments.
Are you thinking about creating an online course but aren't sure if they are profitable for consultants?
More than likely, my answer to you will be yes.
Courses are a fantastic way to expand your reach, sweeten the value that you offer your clients, reduce your labor intensity, and provide passive revenue.
Watch this tutorial video and learn about the 3 types of profitable consulting courses and how they can amplify your client impact and profits.
Betsy Jordyn: Hey, are you a consultant or coach? And are you thinking that now is the time that you want to add a course to what you offer? This is a really great time. I think one of the things that us working at home a lot have clarified for us is that we've got to get creative about how we deliver our consulting and coaching. And we've got to figure out how to do it virtually and courses are great way to go about doing it.
But one thing I want to warn you about is that if you want to have a course...
Have you ever wondered...
"What services do I offer my consulting clients? How to frame my products and services in such a way that they will be irresistible to executive clients?"
If so, you're gonna love today's training on how to design consulting offers...that convert.
I walk you through the general principles of what you need to include in an offer, how to position them to attract and land clients as well as how these principles uniquely apply to consulting and coaching businesses.
Creating great offers that will attract and impress your consulting clients starts with falling in love with your consulting clients and serving them to the best of your ability. Your offers aren't about you and showcasing what you know and can do. It's about creating tangible value for your future clients...at each step of their relationship with you.
Betsy Jordyn: Hey there, it's Betsy Jordyn. I've been asked quite a bit about offers and how to make relevant offers, particularly in...
Want to know what a perfect consulting proposal template looks like? Wish someone can take you behind the scenes so you can see for yourself how to structure a consulting proposal that commands six-figures?
Then you're going to love what I'm going to share with you in this video tutorial where I'll demystify the process and show you exactly how to set up your proposals to showcase the unmistakeable value that your consulting can create.
Betsy Jordyn: Hey, it's Betsy Jordyn here and I want to talk to you today about proposals. Here's the thing about proposals: It's not one of the favorite things that many consultants have around their business. They wish that magically they could skip over this phase. And I would say don't ever think like that because proposals are the best way to add tremendous value to your clients right away. And this is what will win them over.
I'm going to share with you how you can create an amazing proposal. Instead of talking...
Got a conflict-avoidant client and not sure how to help them? I want to give you some message points to help them understand why holding their employees accountable is in everyone's best interest and some ideas on how to equip them to more effective.
Holding people accountable for results is about providing the conditions for an employee to freely choose whether to meet or exceed expectations and experience the resulting consequences (positive or negative) of their choices. It is not about communicating blame, frustration and/or disappointment in a monthly meeting or performance review.
A leader who holds his or her employees accountable is treating these individuals as self-directed, empowered responsible adults.
Other benefits of increasing the accountability in others include:
Betsy Jordyn: Hey, it’s Betsy Jordyn of the Consultant’s Institute, and I’m so excited to interview Charles Browne. And our topic today is really focusing on those product companies. You know what I’m talking about, the companies that have had a good run, because they had a great innovative idea. And now, somehow things have fallen off the rails, and they want to establish a company. And I’m bringing in the expert to tell us all about it.
So, why don’t you introduce yourself, and share a little bit more about your business, and how you help your clients.
Charles Browne: Sure, yeah, thank you, Betsy. So, you know I started my career in the Navy. I was part of their nuclear power program. After eight years of service, I left and worked at a couple of commercial nuclear power plants and earned a project management certification...
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 predictor of the sustainability and impact of our work is the commitment of the leader that we are supporting, who is ultimately responsible for the change's success.
If you want to make a greater difference with your consulting, it begins with shifting your perspective on what your role is ultimately about. It's not about delivering a methodology. It's about supporting a leader through what are often their defining moments.
Your clients are not simply buyers representing an organization. They are people first who...
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 which is all about mutuality and cooperation and finding one's source of power from inside one's own wisdom, self-esteem and humility.
The next logical question is how then do leaders grow from "power over" leadership into "power with and within" leadership.
To fully understand and appreciate that the differences between the two approaches to power isn't about style or personality. It's about maturity and the values that show up in different stages of a leader's growth journey. There are four stages of power in leadership and organizations.
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 how shrewd their policies are or how fast they can deliver results.
Instead, the quality of an executive is defined by where they get their power and if they use the power that they hold to make decisions that benefit the entire realm that they are in charge of: employees, customers and shareholders.
There are two kinds of power: Power Over and Power With and Within.
"Power Over" leadership is:
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 bring to the table and leverage your strengths to their fullest extent.
Knowing the difference will dramatically change your impact, earning potential and long-term satisfaction.
If we just wanted a paycheck, we'd stay employees. But we chose the path of consulting and coaching business ownership in part because of the control over our time and in part because we wanted to add significance to our success.
Here's a few reasons to be on the lookout for as to why a client might hire you and pay you well while having zero intention of allowing you to influence them:
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