Consulting 602

• When you arise in the morning, your belief must be that you have tremendous value to impart to a great many people. • Focus on that value in your conversations, writing, speaking, and collateral. Don’t talk about methodology, technology, or models. • Gaining business is NOT about finding pain or creating pain and alleviating it. It’s about improving the condition of your buyer. For strong people, that’s gain, not pain. • Every day, make your intellectual property apparent to your highest …


Alan’s Monday Morning Memo – 2/27/12

Alan's Monday Morning Memo

February 27, 2012—Issue #127 This week’s focus point: If most of your problems, setbacks, and defeats are caused by others, then how do you ever prevent them in the future? We need to “own” our failures, because that’s how we grow and conquer our fears. Blaming them specifically on others (“politics” holds me back at work) or creating imaginary resistance (“I have writer’s block”) simply deepens the hole you find yourself cowering in. Outstanding entrepreneurs, leaders, and performers take possession …


A Rhode Island State of Mind

Vice President Biden recently visited Rhode Island to support the reelection of Senator Sheldon Whitehouse, of whom we can only hope that his last name does not presage his future. The Vice President’s press release informed the media that he would be traveling to “Road Island.” Many people believe that this place is in New York, confusing it readily with Long Island, which you can actually see in places along the coast, across Long Island Sound. There are about a …



The Good Guys and the Not So Good Guys

I picked up a client at a nearby hotel and he offered to treat us to a couple of lattés at Dunkin Donuts on the way to my house. When we reached the window, the woman handed me the two cups. “Can I have a tray, please?” I asked. “No, we’re all out,” she said. “Well, why don’t you tell us that when we order? What if I were alone or needed four coffees?” “I guess we’d find a box …


Tell Me Where It Hurts

When you’re coaching people or simply observing clients, you’re well served never to assume someone else is “damaged” or malicious. We tend to make too many assumptions about others’ motives without any evidence. There are four key vectors to consider when, in fact, people are being hurt. Develop evidence to support your conclusion so that you can properly help in each instance. Consciously hurting others. This may be through emotional manipulation, peer group humiliation, withholding important information, providing incorrect information, …


Alan’s Monday Morning Memo – 2/20/12

Alan's Monday Morning Memo

February 20, 2012—Issue #126 This week’s focus point: If you want to be regarded as a brilliant conversationalist, ask others questions. If you want to be perceived as a smart business person, ask others about their business philosophy. If you want to be associated with thought leadership, hang out with thought leaders and watch what they do. The worst thing you can do is to try to prove you’re “the second smartest person in the room” by constantly citing your …



Consulting 101

• If you’re unsure what to do with a client, or have conflicting objectives, simply ask this, “What’s in the client’s best interests?” If you let that be your guide, you’ll make the right decision. • You should be able to cite three things you’re better at doing for clients than anyone else in your field. • If I visit your web site and don’t find you credible in about ten seconds, you have a weak and undermining home page. …


Alan’s Monday Morning Memo – 2/13/12

Alan's Monday Morning Memo

February 13, 2012—Issue #125 This week’s focus point: Despite the historical claims that “involvement” and “consensus” and “commitment over compliance” are important for employee productivity and performance, I’ve often thought that high-performing cultures are imposed more than gelled. Referent, charismatic leaders can galvanize people to action and add the important element of speed, which is often the victim of consensus and involvement. Steve Jobs was known as a tough guy, as was Roy Vagelos as CEO of Merck and Jack …