Monthly Archives: August 2010

Nantucket VI

I just finished Chapter 7 in The Consulting Bible, it’s 8 am, and there’s a strong breeze coming at me across the bay. The U.S. and marine flags, on the pole of the private property adjoining the inn, look like billboards, stiff in the breeze.

There isn’t a cloud in sight, the sky is baby blue with a crisp horizon against the cerulean sea. All I hear is the creaking of the bobbing boats down by the water, and the wind riffling through the vegetation—not a motor, not a voice.

On the way to dinner last night at Sfoglia, which was wonderful, rich Italian with, of course, a Bulgarian waiter out of central casting who’s going to Barcelona after the season, we impulsively ducked down a side road out near the inn. The two-lane asphalt turned into two-lane dirt, and then a single lane where the vegetation brushed the car, which was simply following two tire tracks. (This had to be the only Bentley ever to take the route.)

We were rewarded at the cul-de-sac with a beach that jutted like Jay Leno’s chin into the bay, where a single brown labrador romped in the water with a couple lounging in chairs watching him. On the other side, five fisherman were trying their luck from the beach. In 15 years we had never found this spot. (I remember once taking our SL down a dirt track in Martha’s Vineyard, to find 40 parking spots—39 SUVs and us—at the finest beach on that island.)

No seals yesterday, but small shore birds, larger than sandpipers but smaller than gulls, dove vertically 20 yards off shore, for all the world like Stukas, apparently after large schools of fish. They hit the water so hard I was sured they’d be stunned, but they only thing they were was fed.

Off to breakfast and the beach. This is our last full day here. It’s wonderful to visit places where your dreams are faithfully reproduced.

© Alan Weiss 2010. All rights reserved.

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The Adventures of Koufax and Buddy Beagle

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How to Walk the Line

Here’s the fine line walked by fine consultants:

1. Don’t assume the client is damaged.

But DO validate and verify what you’re told through observed behavior.

2. Don’t get sucked in by fads, jargon, and academics’ “breakthroughs.”

But DO find legitimate workplace trends and develop your own intellectual property.

3. Don’t get sucked into the whirlpool of low level people who talk a big game but have no budgets or authority.

But DO identify that one in ten who is professional, recognizes value, and can introduce you to economic buyers.

4. Don’t allow amateurs shouting on the social media platforms to influence your thinking or actions.

But DO use social media to introduce your own value into larger communities and to overcome the amateurs who are upset because you won’t follow them on Twitter!

5. Don’t allow the client to tell you how to consult.

But DO operate diagnostically in your marketing to draw the buyer toward your approaches, then become prescriptive when you’re hired and you must be seen as the consultant.

6. Don’t spend your precious discretionary time on people who beg you to help them for free.

But DO provide pro bono work, philanthropy, and advice to those whom you respect and deserve such help.

7. Don’t think you have to have all the answers.

But DO know how to ask all the right questions.

8. Don’t wait for the prospect to get back to you.

But DO think of the fourth sale first, and don’t rush into the easiest or most obvious project.

9. Don’t spend more than you take in.

But DO plan to invest in your own self-development continually.

10. Don’t fail to use technology to reduce labor intensity.

But DO avoid allowing it to become a burden or time waster.

11. Don’t charge by the hour or time unit.

Seriously, not ever.

© Alan Weiss 2010. All rights reserved.

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Nantucket V

Great evening at The Club Car in town, eel followed by sweetbreads, with a nice Puligny Montrechet. When I asked the host for a different table, not so close to the lively bar, he kindly provided a four-top at the other side of our restaurant. And who appears there as our waiter, but our former car service driver from years ago, who has since been to Bangkok and now works the summers on Nantucket! If we had taken the first table we probably wouldn’t have even seen him in the busy restaurant.

Some photos should be appearing here later today. The weather has turned much more favorable and this looks like a second, consecutive beach day. The beach was “crowded” yesterday, with about 8 people! We saw seals zooming like submarines past us toward the point. Seagulls were providing air cover, probably looking for fish remains the seals didn’t devour.

I turned the car’s lights off for a few seconds as we stopped on the serpentine stretch leading out here after dinner. I haven’t been enveloped in such total darkness (we couldn’t see the front of the car) since I was lost in the Norwegian woods when I was 17. (Yes, that’s a true story.)

I’m going to be heading for rehab once we return, since I’ve become addicted to turkey hash at breakfast.

It’s 8 am, I’m waiting for Maria to awake, writing from the terrace, morning dew requiring that I clean the computer screen. Meanwhile, I’ve finished another chapter in The Consulting Bible, posted my morning advice on Twitter, answered all my email (including a potential $20,000 referral for a keynote), and checked the latest postings on AlansForums.com. And her I am, finishing this.

© Alan Weiss 2010. All rights reserved.

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ICYWWWIWT

In Case You Were Wondering What I Was Thinking:

• The Lord of the Dance-type performances show impressive skills, but once you’ve seen it, you’ve seen it, and you’ve seen it after about 20 minutes.

• Terrorists will never defeat America, but Jersey Shore, like necrotizing fasciitis (flesh-eating bacteria), could rot us from within.

• If there is a better white wine than Batard Montrechet, I have not yet come across it.

• There is always a bigger boat (TIAABB). Seek to achieve the goals that make sense for you, not “beat your neighbor.”

• People who don’t like dogs and make a point of telling you that fact are the saddest people I’ve yet encountered.

• When I get spam that’s written in Mandarin or Cyrillic I wonder who the sharpster is who’s selling such worthless lists.

• When I was young, the most respected professions to enter were teaching, medicine, and law, and the major industries were rubber, steel, automotive, and textile. The only constant is change.

• If I’m introduced to you and you’re drinking a martini, I’m immediately giving you the benefit of the doubt.

• Industrial relations gave way to personnel which is today human resources. Which shows that a platypus is a platypus no matter what business card you assign to it. (No offense is intended to platypuses.)

• Christina Aguilera is one heck of a talent.

• I can remember all of my grammar school teachers, but not my high school, undergraduate, or graduate teachers.

• I sit watching my new 3-D television with my battery-powered glasses and I can’t begin to imagine what kind of entertainment my granddaughters will have at my age!

• Bagpipes, harmonicas, and accordions must have their musical niche, but I can’t figure out what it is.

• “I am not being defensive” has to be a statement that requires no comment.

• If you must use profanity in public places oblivious to those around you (or, perhaps, despite them), you are functionally inarticulate.

• If you believe you are a victim, then you’ve made yourself one.

• We saw Terry Fator, the ventriloquist who won America’s Got Talent and a $45 million Vegas contract, a couple of months ago. After 20 minutes I was bored, and after 30 minutes HE looked bored. Unfortunately, the show was 90 minutes.

• I never remember a server’s name in a restaurant when it is so seriously announced for my benefit at the outset (“Hi, I’m….) but I always remember outstanding service when I pay the gratuity and after I leave.

• Less than half the women I meet have flattering haircuts.

• If you simply assume you’re in a conversation, your writing, public speaking, and sales presentations will improve 100%.

© Alan Weiss 2010. All rights reserved.

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Nantucket IV

We dined at The Galley last night, usually a sunset over the beach, but far too overcast. Outstanding Wahoo followed by lobster. Great “people watching” place. Traffic seems far lighter than prior years, the drive back to the inn now almost vacant of cars.

Much nicer morning as I write this from the terrace at 8:30, Wall Street Journal and New York Times already delivered! (When there’s no fog, the planes get here earlier.) I’d like to try for the beach today.

Last night I smoked the largest cigar I’ve ever tried, with the champagne the inn so kindly provided for our August anniversary. It was a Tatuaje accompanied by a Vueve Clicquot. Call me Gatsby. Is that a green light……?

© Alan Weiss 2010. All rights reserved.

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New Look

I hope you like our new look, my thanks to Chad Barr at The Chad Barr Group and his great team. I’m still learning the controls, so you might find the plane zooming toward the ground at times. No fears, Koufax is my co-pilot.

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Primal Knowledge

Here is the heart and basis of my proposals and consulting model. It’s simple, but it’s incredible how many people mess it up.

Conceptual agreement is based on a trusting relationship with a buyer. You must deal with an economic buyer, who can authorize payment for your value. You must have a trusting relationship or the buyer will not share what you need for a proposal: conceptual agreement.

Conceptual agreement has three elements:
1. Objectives. These are ALWAYS business outcomes, never deliverables (which are always requested by low level, non-buyers), tasks, or activities. An objective is not to “Observe your work force” but rather to “Improve productivity and accountability.”
2. Metrics. These are measures of progress and success. They must be seen in the environment, so a metric cannot be “phone representatives will feel more confident that they can handle a multiplicity of client questions.” How would you know? The indicator may be “logs show that there is a continuing reduction in calls referred to technical experts.” (A metric can be subjective if you agree on the standard: “The buyer will report that time spent on serving as ‘referee’ for the management committee has significantly declined.”)
3. Value. This comprises the real power of ROI and your fee justification. It is not merely a repetition of the objective. An objective such as “increase profits” may seem like value in and of itself, but it can also translate into other value:
• Higher dividends for investors
• Better treatment by lenders
• Higher equity for resale of business or exit strategy
• Greater philanthropy and community support
• More competitive investment in overseas growth, use of technology, etc.
You can see that 5-6 objectives, multiplied by 5-6 statements of value for each, can create a very compelling reason to make a major investment in the project.

It’s really that simple.

© Alan Weiss 2010. All rights reserved.

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Nantucket III

We’ve been dining at the Pearl in Nantucket since it opened 11 years ago, Asian fusion in an upscale atmosphere. (It’s much easer to park these days on the cobblestones, because the crowds are smaller and the Ferraris had only 4 inches of clearance!) I had a wonderful, rare big-eye tuna with Japanese cold noodles. The drive back on winding roads with the top down, pretty much deserted, is always a treat, but the canopy of stars didn’t develop because of the overcast hovering over the island.

I’m sitting out on our terrace this morning, looking at the bay, just finished the next segment of my newest book, The Consulting Bible,due out early next year from Wiley. McGraw-Hill tells me that Million Dollar Speakingshould be out in September since I beat the submission deadline by so much.

Went all the way down to the edge of the dock this morning, strong winds, white caps, boats bobbing, had to hold my hat in my hand. Invigorating. Life is grand.

© Alan Weiss 2010. All rights reserved.

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Alan’s Monday Morning Memo – 8/16/10

August 16, 2010—Issue #48

This week’s focus point: It’s time to provide NEW products and services to existing customers and clients. No matter how happy they may be with your past performance, they no longer feel the “same old/same old” (I call this SO/SO) is sufficient for volatile, changing times. They already trust you, so take the initiative and create some new value for them. You can’t afford to be so/so.

Monday Morning Perspective: If winning doesn’t matter, why does anyone bother to keep score? — Legendary University of Kentucky basketball coach Adolph Rupp

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© Alan Weiss 2010. All rights reserved

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