The Dog Star: It’s A Long Fall Off A High Horse

Posted on January 23, 2012 by Alan Weiss

(The Dog Star is a symbol of power, will, and steadfastness of purpose, and exemplifies the One who has succeeded in bridging the lower and higher consciousness. – Astrological Definition)

I have a new, free video series on RESOLVE: http://www.summitconsulting.com/resolve/ and, as I frequently do, I use my dogs as examples throughout the videos. I talk about how optimistic they are every day, and how they integrate learning.

The responses to the series have been fantastic, but one person wrote to say that he resents being compared to dogs (“If my dogs can do it, you can do it” I say at one point), and feels I should come up with different examples (in my free videos). He never mentions the worth of the content.

I recall once asking an audience of raucus consultants to be quite and sit down (“SIT!” I shouted) so that I could begin my speech. They laughed and did so, except for one guy who said, “I’m a CMC and won’t be talked to like that! You have no right to insult the best people in the profession!” (Well, I’m a GWWPUWIE—guy who won’t put up with inflated egos, so sit down and shut up.)

I’m constantly telling people that I’m surprised at how stupid I was just two weeks ago. You can compare me to a slug if it will help me learn something. I’m nether so insecure nor so arrogant that I need a constant, positive litany of my standing or recognition of the indecipherable 19 initials after my name.

You could be a lot worse off than being compared to a purebred German Shepherd. And if you don’t like dogs, I’ll remind you that it’s a long, long fall off a phony high horse.

© Alan Weiss 2012. All rights reserved.

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Alan’s Monday Morning Memo – 1/23/12

Posted on January 23, 2012 by Alan Weiss

January 23, 2012—Issue #122

This week’s focus point: I’ve read that Picasso’s mother told him that he would become Pope if he joined the clergy, and a general if he joined the military. But he reported that he preferred art and “I became Picasso.” The great architect Frank Lloyd Wright said, “I once had the choice between hypocritical humility and honest arrogance, chose the latter, and have never regretted it.” I’m suggesting that, short of tedious smugness, we take some time to recognize our strengths and build on them. Too much of “self-help” is about correcting weakness, as if we’re all somehow damaged. Organizations and individuals grow by building on strength. And if you don’t blow your own horn, there is no music.

Monday Morning Perspective: Without great solitude, no serious work is possible. — Picasso

Gaining RESOLVE: My free video series on RESOLVE, beyond accountability, beyond discipline: http://www.summitconsulting.com/resolve/

You may subscribe and encourage others to subscribe by clicking HERE.

Privacy statement: Our subscriber lists are never rented, sold, or loaned to any other parties for any reason.

Contact information: info@summitconsulting.com
http://www.contrarianconsulting.com
ISSN 2151-0091

© Alan Weiss 2011. All rights reserved

I remember a meeting with a boutique consulting firm that had fallen on hard times. The debate was whether or not to sell their magnificent conference table. “Where would clients sit?” asked one partner. “We have no clients,” stated the advocate of selling. You can’t cut your way to renewal or success. Top line growth is the key to bottom line achievement, for you and for your clients. Today is the time to invest in the future. Once you cut muscle, you’re powerless.
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Physician’s Observation on RESOLVE

Posted on January 22, 2012 by Alan Weiss

Here’s a surgeon’s observation on my approach to RESOLVE:

“Developing resolve translates to the creation of new neural pathways, and then making conscious choices to use the new paths over the old.”

Vicki  Rackner  MD

To view my free video series on RESOLVE, visit here:

http://www.summitconsulting.com/resolve/

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Why Consulting Isn’t Rocket Science

Posted on January 21, 2012 by Alan Weiss

I’ve known a couple of actual rocket scientists, and they were nice people, but they were  no better than I at trying to open plastic-sealed tools, operate the cable remote, or understand why Snookie is even vaguely interesting.

Fortunately for all of us, consulting is not rocket science. Here’s why:

• The obvious solutions and improvements are usually the right ones. (Occam’s Razor).

• You often have to merely cut to the chase: “He can’t be helped, coached, or re-skilled, and he stole from you: Fire him!”

• Most of what you tell the buyer he or she already knows, consciously or subconsciously, and merely requires some authoritative validation.

• The vast preponderance of people want to improve and create better conditions and support constructive change.

• If you deal with decision makers and not low level people, you will have ample authority to act.

• Most people take gratification from work well done which utilizes their talents, which is easy enough to arrange.

• There is virtually no barrier to entry in the consulting profession, nor likely to be one any time soon, meaning smart people can readily set up shop and acquire clients, rapidly outstripping those who also gained easy entry but who have no talent.

• You can improvise as you go.

• You have a laboratory in front of you (the client’s operation) in which you can prove and disprove things, and from which you can build an inventory of models and approaches.

• You don’t have to worry about inventory or returns because your dealing with advice and knowledge.

• Very few organizations have the residual, captive talent that can provide the same frames of reference, perspective, and skill sets that external consultants can provide.

• If you’re not dumb enough to base your fees on time units, you can establish huge margins.

• Our fees pale in comparison to most expenses in Fortune 1000 companies, where it can cost $200,000 to cover ruined postage, or mist the plants, or remove spilled food.

• If you’re a generalist, you can diversify and insulate yourself from economic and perceptual changes in given industries.

• Technology inevitably allows us to do more with less and lower labor intensity.

• It’s a rare exception for anyone to care what your gender, background, age, ethnicity, or schooling are.

• You are certainly not going where no man has gone before.

© Alan Weiss 2012. All rights reserved.

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Thought Leadership Message from Alan Weiss

Posted on January 20, 2012 by Alan Weiss

Register Now!

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The Adventures of Koufax and Buddy Beagle

Posted on January 20, 2012 by Alan Weiss

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Free Video Series on “RESOLVE”

Posted on January 18, 2012 by Alan Weiss

People often fail to achieve goals because they don’t “run through the tape,” don’t have the wherewithal to get past the finish line. What I call “resolve” is beyond accountability, beyond priorities, beyond discipline.

I’ve created four free videos for anyone interested. Simply go to this page and you can watch my introduction to the four and arrange to receive one every two days. In about a week and perhaps 30 minutes, gain “resolve”!

http://www.summitconsulting.com/resolve/

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American Airlines Responds to Flight 1758

Posted on January 17, 2012 by Alan Weiss
January 17, 2012
Dear Dr. Weiss:
This note is a response to your letter to Mr. Horton, who asked me to research and respond. Thank you for taking the time to speak with me and for assisting fellow passengers on board flight 1758 with their carry on items when you traveled to Boston on January 14.

Indeed, there is simply no excuse for the poor demeanor of our flight attendants. We are required to assist our customers who have disabilities or medical needs with their carry on items if asked during the boarding process, while inside the aircraft cabin and when deplaning. If a flight attendant feels that he or she can’t assist, then ground personnel should be called aboard to assist. I apologize for the lack of assistance on our part.

Dr. Weiss, we appreciate the time you have taken to contact us. We can assure you that your comments were forwarded to the appropriate Flight Services Manager for internal review and counseling purposes. It would be our pleasure to welcome you on board future flights.
Sincerely,
Stefania Meyer
Customer Relations
American Airlines
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Response from American Airlines on Twitter Today

Posted on January 17, 2012 by Alan Weiss

@AmericanAir American Airlines

We’ve also passed your concerns on to Customer Relations for review & follow up. Please let us know if you have questions.

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The Consulting Bible Reviewed by Project Management Institute

Posted on January 16, 2012 by Alan Weiss
Book Review: The Consulting Bible – Everything you Need to Know to Create and Expand a Seven Figure Consulting Practice
Author: Alan Weiss Ph.D.
Reviewer: Richard Sachs, PMP, MCPM
Dr. Alan Weiss adds this recent book to his extensive publishing career of over 40 books and more than 500 articles. The CONSULTING BIBLE, has some biblical analogies as it is divided into five sections: Section 1 Genesis: Consulting as a Profession; Section II Exodus: Consulting as a business, Section III Deuteronomy: Consulting Methodology, Section IV Acts of the Apostles: Implementing Consulting Methodologies, Section V Proverbs, Consulting Success. The author adds in ‘lessons learned’ or tips under the caption of “The Gospel” throughout each chapter and section when he wants the reader to pay attention to special information. I counted over 50 of these tips and the reader could create a compendium of these for quick reference as I found them valuable: Here are just three examples: “The only time an alliance makes sense is when there is money on the table”; “Everyone can write. Writer’s block is merely a clever term for procrastination. But not everyone has something to say. That’s a key differentiator”; “You must accept rejection and reject acceptance. This is a relationship business and you will not always be successful. But do not align yourself with those who can’t say ‘yes’ but can say ‘no’ “. This last “Gospel” is one pitfall everyone should consider carefully when being asked to prepare a proposal.
The book reads easily and Weiss communicates as if he was giving a presentation. He uses many techniques to move the reader through his thesis. That thesis is that wealth is discretionary time and not money and building a practice to give one the freedom is the goal. There are Case Studies from Weiss’ personal and extensive consulting career. Truth is stranger than fiction and Weiss captures some humorous client situations stating that “you can’t make this stuff up”. Weiss creates many applied consulting terms and illustrations and shares these throughout the book. His concepts include- The Consulting Model, The Accelerant Curve; Market Gravity Wheel and The Market Value Bell Curve. These are designed to foster new thinking by the consultant in how he/she models their business to achieve growth. His experience is as a sole practitioner and his goal is to expand your capability and income as a one person consulting practice or small boutique firm. Weiss makes light of those that would criticize his approach as not scalable to the medium or large consulting firm- but that is not his market.
The Consulting Bible at 265 pages provides some strong sales tools(obtaining referrals) as well as real tactical insights into pricing services, charging retainers and finding the best clients which by the way have a mutual respect for the consultant they engage. The consultant is sometimes his own worst enemy by taking on work and services that he or she will not be paid for. “Scope Seep” which Weiss adds, is “the most invidious and potentially damaging aspect of consulting… (it is) when the consultant without impetus or request from the client, enlarges the project unilaterally without changing the proposal, agreement or fees”. Some readers may find this familiar territory and Weiss provides some clear advice on the subject of roles, responsibilities and self-management.
Disengaging is a chapter that I especially found thought provoking. You don’t necessarily have to leave the client but your project when coming to an end requires an endorsement that the improvement your client was seeking as a condition of the assignment was achieved. As a consultant, either the results were achieved or will require more time, but disengagement is necessary so that you can “maximize the chances to leverage business internally and externally”. Weiss outlines seven things a consultant should do to enable a positive disengagement. Weiss elaborates on referrals, testimonials and long term leverage. This chapter is highly valuable as any good project manager knows that lessons learned is what builds a strong foundation for organizational project performance. This same thinking, but with a business development consideration, is most illuminating and worth the price of the book.
Weiss ends the book on the subject of giving back. This especially resonates with me as I mentor project management students and put high value on the benefits we both derive in this process of returning to the community. The author goes on to talk about ‘Advancing the state of the Art’ and again I subscribe to the belief that while not everyone can add to the profession in a substantive way it is often about incremental change that when aggregated actually adds to thought leadership, innovation and service excellence.
I recommend this book to other PMI members who are interested in learning how Alan Weiss has built his multi-million dollar practice with an array of services and offerings that leave his business diversified and capable of growing during various economic cycles. He is a consummate expert on the subject of coaching consultants and has provided the reader with many tools in The Consulting Bible. Enjoy.

Nice review, sent courtesy of Donna Brighton. The Consulting Bible on Amazon is at #18,000 overall, #9 in education and #13 in consulting; by comparison, Million Dollar Consulting is at 22,000 and 16 in consulting (it isn’t in the other category). I have five of the top 20 consulting books at the moment.
Consulting Community of Practice Book Review: The Consulting Bible – Everything you Need to Know to Create and Expand a Seven Figure Consulting Practice
Author: Alan Weiss Ph.D.
Reviewer: Richard Sachs, PMP, MCPM
Dr. Alan Weiss adds this recent book to his extensive publishing career of over 40 books and more than 500 articles. The CONSULTING BIBLE, has some biblical analogies as it is divided into five sections: Section 1 Genesis: Consulting as a Profession; Section II Exodus: Consulting as a business, Section III Deuteronomy: Consulting Methodology, Section IV Acts of the Apostles: Implementing Consulting Methodologies, Section V Proverbs, Consulting Success. The author adds in ‘lessons learned’ or tips under the caption of “The Gospel” throughout each chapter and section when he wants the reader to pay attention to special information. I counted over 50 of these tips and the reader could create a compendium of these for quick reference as I found them valuable: Here are just three examples: “The only time an alliance makes sense is when there is money on the table”; “Everyone can write. Writer’s block is merely a clever term for procrastination. But not everyone has something to say. That’s a key differentiator”; “You must accept rejection and reject acceptance. This is a relationship business and you will not always be successful. But do not align yourself with those who can’t say ‘yes’ but can say ‘no’ “. This last “Gospel” is one pitfall everyone should consider carefully when being asked to prepare a proposal.
The book reads easily and Weiss communicates as if he was giving a presentation. He uses many techniques to move the reader through his thesis. That thesis is that wealth is discretionary time and not money and building a practice to give one the freedom is the goal. There are Case Studies from Weiss’ personal and extensive consulting career. Truth is stranger than fiction and Weiss captures some humorous client situations stating that “you can’t make this stuff up”. Weiss creates many applied consulting terms and illustrations and shares these throughout the book. His concepts include- The Consulting Model, The Accelerant Curve; Market Gravity Wheel and The Market Value Bell Curve. These are designed to foster new thinking by the consultant in how he/she models their business to achieve growth. His experience is as a sole practitioner and his goal is to expand your capability and income as a one person consulting practice or small boutique firm. Weiss makes light of those that would criticize his approach as not scalable to the medium or large consulting firm- but that is not his market.
The Consulting Bible at 265 pages provides some strong sales tools(obtaining referrals) as well as real tactical insights into pricing services, charging retainers and finding the best clients which by the way have a mutual respect for the consultant they engage. The consultant is sometimes his own worst enemy by taking on work and services that he or she will not be paid for. “Scope Seep” which Weiss adds, is “the most invidious and potentially damaging aspect of consulting… (it is) when the consultant without impetus or request from the client, enlarges the project unilaterally without changing the proposal, agreement or fees”. Some readers may find this familiar territory and Weiss provides some clear advice on the subject of roles, responsibilities and self-management.
Disengaging is a chapter that I especially found thought provoking. You don’t necessarily have to leave the client but your project when coming to an end requires an endorsement that the improvement your client was seeking as a condition of the assignment was achieved. As a consultant, either the results were achieved or will require more time, but disengagement is necessary so that you can “maximize the chances to leverage business internally and externally”. Weiss outlines seven things a consultant should do to enable a positive disengagement. Weiss elaborates on referrals, testimonials and long term leverage. This chapter is highly valuable as any good project manager knows that lessons learned is what builds a strong foundation for organizational project performance. This same thinking, but with a business development consideration, is most illuminating and worth the price of the book.
Weiss ends the book on the subject of giving back. This especially resonates with me as I mentor project management students and put high value on the benefits we both derive in this process of returning to the community. The author goes on to talk about ‘Advancing the state of the Art’ and again I subscribe to the belief that while not everyone can add to the profession in a substantive way it is often about incremental change that when aggregated actually adds to thought leadership, innovation and service excellence.
I recommend this book to other PMI members who are interested in learning how Alan Weiss has built his multi-million dollar practice with an array of services and offerings that leave his business diversified and capable of growing during various economic cycles. He is a consummate expert on the subject of coaching consultants and has provided the reader with many tools in The Consulting Bible. Enjoy.

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