When practicing consultants join the Institute of Management Consultants (IMC) and enthusiastically embark upon the journey to achieve Management Consulting Certification (CMC®), even the most experienced and confident consultants, with many years of professional and consulting experience under their belts, can temporarily stumble on the path. Given the myriad of requirements needed to achieve certification and the intellectual ability of the typical experienced consultant, it is somewhat surprising to find that the place on the path that they commonly stumble is, remarkably, in one the two required certification exams – the Ethics exam. It is a not uncommon, and personally embarrassing surprise, for a senior, experienced consultant to discover that his/her presumed unwavering and reliable ethical compass may not point true north at all times and under all circumstances. But, rest assured, they do recover quickly, adjust their understanding, and pass. The exam result is a wakeup call. The good news is, that with a little bit of additional learning, colleagial coaching and understanding, the potential for real-life ethical operator error is avoided and true north becomes easier to identify.obvious.
In the early days of my consulting practice I would give a talk at venues where CEOs convened to hear about specific topics of interest. I would give my talk and folks would walk up to me afterward, hand me a business card, and say, “That’s real interesting stuff. I think it might be able to help us. Please give me a call to arrange a time to get together and talk.” Those introductions led to client engagements. Engagements led to client successes, and successes led to CEO-to-CEO referrals. QMP's business is still largely maintained through talks and referrals.
A significant percentage of consultants are sole practitioners, encompassing a wide range of specialties. Many are looking to grow their business and the economic value delivered and received from client engagements. Collaboration with colleagues is a sound approach to achieve those goals. This post explores a four-part collaboration model that operates in the best interest of all stakeholders - clients as well as consultants. It was developed, and is practiced, by the authors.
Recognizing the critical role the lead client executive plays in a consulting success, we conducted an analysis of the last ten years of QMP engagements. That analysis brought us to this conclusion: The personality type of the highest client executive involved in a specific consulting engagement, not simply his title or position, is the best predictor of an engagement’s ultimate success and the longevity of economic benefit received by both the client and the consultancy practice.
Networking can consume a lot of a sales person's or consultant's time. In this QMP Insight's blog post by Jerry Vieira, CMC the incredible advantages of networking from the front of the room, aka public speaking, are explained.
As a sales person, ask yourself, "Have I ever lost a deal to an inferior offering?" Most sales people answer, yes. The truth is that you never lose to an inferior offering. It may appear inferior in your eyes, and from your perspective. You may even be able to show the specification inferiority in absolute provable, numerical or physical terms. But, it’s not your eyes and perspectives that matter. The only eyes and perspectives that matter are those of the customer.