How To Make At Least $100,000 Every Year As A Successful Consultant In Your Own Field
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How To Make At Least $100,000 Every Year As A Successful Consultant In Your Own Field: THE COMPLETE GUIDE TO SUCCEEDING IN THE ADVICE BUSINESS
We are now well into the Great Age of Information. It is indeed truly said that information is power. But more than some Machiavellian pursuit, the information you have at your disposal is powerful because it:
•helps other people solve their problems
•provides you with an excellent means of gaining control over your time and indeed your life, and
•gives you a superb means of making money — lots of money!
That’s why you’ve come to this book: To see whether it can help you achieve these three critical objectives. Let me tell you something: you’ve come to the right place.
There are two key problems in the advising business: how to get the client in the first place and how to work with the client to do what’s good for him. Virtually all the academic books entirely ignore the first problem, no doubt feeling that the mechanics of the marketplace are beneath the god-like advisor. Nothing, of course, could be further from the truth. I don’t care how bright you are. If you cannot market your practice, you’ll never get the chance to display what you know, and your intelligence, for all its sublimity, will be practically useless.
By the same token, too many of the books written by advisors themselves seem to ignore the change process in favor of concentrating on often very elementary marketing techniques. These writers seem to suggest that if you can satisfactorily handle marketing, you don’t have to worry about the actual work you do with the client. This, of course, is ridiculous. Marketing must always be a significant part of the life of the advisor; face it, however: you’re going to have to know what to do once you get the client. To my complete dismay, I’ve found that all too many advisors, having won the battle to get the client, lose the war to convince him to follow their good suggestions, thus insuring client unhappiness and a growing feeling of powerlessness and dissatisfaction on the part of the advisor who finds himself heard, perhaps, but not heeded.
This book addresses both these issues in very practical detail. But it goes one step further than any other book on this subject.
Virtually every book on advising as a profession makes the assumption (often thoughtlessly) that an expert can make sufficient income merely from the sale of time, of hours, weeks and months. This is true, of course, if you have fairly modest income objectives. I don’t. My income expectations, like most of my generation, are very, very high. Unfortunately there are only so many hours in the day, and you’ll find that you’ll reach a peak where you’re working the maximum number you can and where you cannot push up your hourly rate very much higher without sacrificing badly-needed business. You are, in short, stuck in an income groove. But there’s absolutely no reason for this to be the case.
One of the very important ways this book varies from any other book on this subject is that it provides unique information on how you can build a national advising practice by creating a series of problem solving products and services under the umbrella of what I call the Mobile Mini- Conglomerate, a 10-part wealth producing machine based on the information and problem solving processes you have at your disposal. With the Mobile Mini-Conglomerate progressively in place, you will free yourself, forever, from the time trap and make yourself recession proof as well, thereby eliminating one of the greatest anxieties of the advisor who otherwise rightly worries about an over great reliance on too few problem solving services.
This is a unique book which goes way beyond the usual run of consulting and advising books. But that doesn’t mean it’s an easy or even an effortless book. It’s not.
It's a book to be lived with, referred to, studied, pondered, made part and parcel of your life!
Here you'll find the prerequisites necessary to succeeding as an advisor, apply them and succeed.
We are now well into the Great Age of Information. It is indeed truly said that information is power. But more than some Machiavellian pursuit, the information you have at your disposal is powerful because it:
•helps other people solve their problems
•provides you with an excellent means of gaining control over your time and indeed your life, and
•gives you a superb means of making money — lots of money!
That’s why you’ve come to this book: To see whether it can help you achieve these three critical objectives. Let me tell you something: you’ve come to the right place.
There are two key problems in the advising business: how to get the client in the first place and how to work with the client to do what’s good for him. Virtually all the academic books entirely ignore the first problem, no doubt feeling that the mechanics of the marketplace are beneath the god-like advisor. Nothing, of course, could be further from the truth. I don’t care how bright you are. If you cannot market your practice, you’ll never get the chance to display what you know, and your intelligence, for all its sublimity, will be practically useless.
By the same token, too many of the books written by advisors themselves seem to ignore the change process in favor of concentrating on often very elementary marketing techniques. These writers seem to suggest that if you can satisfactorily handle marketing, you don’t have to worry about the actual work you do with the client. This, of course, is ridiculous. Marketing must always be a significant part of the life of the advisor; face it, however: you’re going to have to know what to do once you get the client. To my complete dismay, I’ve found that all too many advisors, having won the battle to get the client, lose the war to convince him to follow their good suggestions, thus insuring client unhappiness and a growing feeling of powerlessness and dissatisfaction on the part of the advisor who finds himself heard, perhaps, but not heeded.
This book addresses both these issues in very practical detail. But it goes one step further than any other book on this subject.
Virtually every book on advising as a profession makes the assumption (often thoughtlessly) that an expert can make sufficient income merely from the sale of time, of hours, weeks and months. This is true, of course, if you have fairly modest income objectives. I don’t. My income expectations, like most of my generation, are very, very high. Unfortunately there are only so many hours in the day, and you’ll find that you’ll reach a peak where you’re working the maximum number you can and where you cannot push up your hourly rate very much higher without sacrificing badly-needed business. You are, in short, stuck in an income groove. But there’s absolutely no reason for this to be the case.
One of the very important ways this book varies from any other book on this subject is that it provides unique information on how you can build a national advising practice by creating a series of problem solving products and services under the umbrella of what I call the Mobile Mini- Conglomerate, a 10-part wealth producing machine based on the information and problem solving processes you have at your disposal. With the Mobile Mini-Conglomerate progressively in place, you will free yourself, forever, from the time trap and make yourself recession proof as well, thereby eliminating one of the greatest anxieties of the advisor who otherwise rightly worries about an over great reliance on too few problem solving services.
This is a unique book which goes way beyond the usual run of consulting and advising books. But that doesn’t mean it’s an easy or even an effortless book. It’s not.
It's a book to be lived with, referred to, studied, pondered, made part and parcel of your life!
Here you'll find the prerequisites necessary to succeeding as an advisor, apply them and succeed.