They wear “costumes” that create a sense of power to the public.

Yes, even Donald Trump has a ‘costume.’  (I’ll get to that in a minute.)

What if, instead, Bruce Wayne showed up without his Batman costume and was wearing a turtleneck with a scarf and blazer? Would criminals still fear him?

What if Clark Kent showed up in his three-piece suit to “save the day?” Would that be as dramatic?

What if Donald Trump wore a plaid suit to work to do million dollar deals. Would that make him appear ruthless and powerful as a businessman?

Probably not.

In fact, Donald Trump wears the same type of blue suit every single day he does business. It’s a signature “power suit.” You know he’s there to do business because he’s in his blue suit.

Why all this important? Because as a consultant, it’s important for us to be treated as the experts we are. To have an “air” of authority, just like a doctor, attorney, or CPA.

We have to have control of how we are perceived, and in part, that comes from having a costume that helps us NOT look like an average consultant, but like a super-hero. When we meet a client or potential client, they need to say to themselves, “Oh yeah! This is who we want to work with”, just by looking at us.

If we don’t want to be treated like “just another consultant”, then we can’t look like “just another consultant.” We need to dress in a way that gives the perception that we are powerful and that they are lucky if we decide to work them.

I know it’s a different way to think. But, just remember: Consultants solve problems. We are experts at what we do. Therefore, we dictate the rules, not the client. And, if we want control, we have to give the perception that we are powerful… just by looking at us.

If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

I do. I think he’s an awesome man to study marketing and advertising from.

Did you know in 2000, the industry journal MR Magazine named Bill and his Marketing System to the list of the ‘100 Top People, Places, and Things Impacting the Retail Industry at the Millennium’… the equivalent of being named to People or Time Magazine’s list of the 100 most noteworthy or influential individuals.

Did you also know one of Bill’s accomplishments was his winning the prestigious RAC Award in 2002. This honor is equivalent in retail advertising and marketing as the Oscars are to movies and the Emmys to television.

He’s a genius when it comes to marketing and advertising!

And, as you know, he’s Dan Kennedy’s business partner, one of the top Marketing Strategists in the world and one of the highest paid and OUTRAGEOUSLY successful copywriters alive today.

In fact, he’s written 23 sales letters that have EACH generated once one million dollars in sales.

Wow!

If you’d like to get a copy of Bill Glazer’s most OUTRAGEOUSLY SUCCESSFUL sales letter he’s ever written and now used by business owners and entrepreneurs in 67 different business categories (online and offline) in association with the launch of Bill’s JUST RELEASED new book “OUTRAGEOUS Advertising That’s OUTRAGEOUSLY Successful” then click on the link below:

–> http://www.outrageousbook.com/cvaline

If you are ever dissatisfied with the results you get from your advertising or marketing dollars (and I know you have been) then this is for YOU. Plus you should grab a copy of his new book while you’re at it. IT HAS MY HIGHEST RECOMMENDATION!!!

–> http://www.outrageousbook.com/cvaline

This book should be a reference for you for the rest of your life. And, everything we discuss in our meetings about “outrageous” type marketing and advertising will now make sense to you. Be sure to click the link today!

Dedicated to helping you multiply your income in 2009 (and beyond!),
Craig “The [Former] Struggling Consultant”
 

PS: Do it NOW while your thinking about it….REALLY! You won’t be sorry.
–> http://www.outrageousbook.com/cvaline
If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

Britney Spears’ Mother’s Publisher Delays Release Of Her Advice Book, ‘Motherhood,’ In Light Of Britney’s 16 Year Old Sister’s Revelation She Is Pregnant

No, in case you missed this, it is a real news item. Incredibly, Britney’s mother did have a book of parenting advice and stories from raising Britney coming out, and it was not a “you might be trailer park trash if” joke book. It was intended to be taken seriously, and presumably would be and eventually will be by a media that has become, itself, a bunch of ignorant fools barely able to read teleprompters and in perpetual drool over celebrity. The fact that this is news at all speaks volumes about the sad state of affairs. But here’s what’s REALLY comical yet also instructive from this three way train wreck – the mother’s statement expressing puzzlement at her 16 year old’s pregnancy because, quote (honest) “she always came home before curfew.”

You may be smarter than a 5th grader or do math better than a chimp,
but are you dumber than Britney’s mother?

Laugh. But are you similarly guilty of such stupidity in the operation of your business?  Some corollary examples:

Why should I spend all that money sending my customers a monthly newsletter, holiday and birthday cards, postcards every other week and weekly e-mails? They know where we are and what we do.

I gave my front desk person the script and even went over it with her.

She’s a good employee who would never steal from me or agree with a customer that my prices are too high and refer them elsewhere or use time at work to shop on the internet. After all, she’s always here on time and never misses a day of work.

How many more of these can I list? Hundreds. Of dumb assumptions used as excuses, for being cheap in marketing to past customers, negligent in managing employees, and more. If you can’t see the sameness of these and Britney’s mother’s asinine statement, you’re either being deliberately obtuse or you need an I.Q. transplant. Get this. NOTHING really “sticks” anymore.

Nothing. With customers, you re-create relationship (or lose it) DAILY. As assets, they are increasingly perishable. ‘Customer loyalty’ is a fiction. Your ‘story’ is forgotten even if told repeatedly. They have other things on their little minds, like today’s Britney news up-date. There’s a book titled, I think, ‘Ideas That Stick’ – orange cover with duct tape; cute; but I do tend to forget and jumble its title. It definitely contains useful info about trying to make ideas stick, but even using every known strategy, you will only get stickiness, not permanent stuckedness.  With staff, the entire job is forgotten every weekend, the relationship with you is inherently adversarial, familiarity and longevity breed contempt, you never get what you don’t constantly inspect, your rules are viewed as arbitrary. In Lombardi’s day, players wore coats and ties in public because Vince said so. Today, Jimmy Johnson (who exited coaching) says, at the pro level, when the player is paid a fortune, he’ll do nothing without being sold on why it ought to be done, micro-policed in order to remind him to do it, and then it’s a 50-50 shot. What should be isn’t. To prosper you must adopt that as creed and act accordingly. Or you’ll be explaining your missed targets, lost profits, lost customers, mess evolved behind your back and even ultimate failure with statements as dumb as Britney’s mom’s.

The WHY PEOPLE FAIL articles are provided by Dan S. Kennedy, serial entrepreneur, from-scratch multi-millionaire, speaker, consultant, coach, author of 13 books including the No B.S. series (www.NoBSBooks.com), and editor of The No B.S. Marketing Letter. WE HAVE ARRANGED A SPECIAL FREE GIFT FROM DAN FOR YOU including a 2-Month Free Membership in Glazer-Kennedy Insider’s Circle, newsletters, audio CD’s and more: for information and to register, visit: http://FreeGiftFrom.com/CraigValine .

Articles © 2008/Glazer-Kennedy Insider’s Circle LLC. All rights reserved.

If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

To be honest, I haven’t really ever “connected” with Rich. I don’t think I’ve really ever given him a chance. However, Jay Abraham speaks about him like he’s a God or something. He’s mentioned several times in Jay’s new book “The Sticking Point Solution“. So, when I got an email from him tonite about a video he created, I decided to watch.

The basis of the video is that when things aren’t working in a business, we tend to focus more on the strategy we think is lacking rather than the “constraint.” By constraint, I mean, “What’s REALLY holding us back from getting results?” Another definition of constraint might be, “what’s the root of the problem?”

If we’re struggling in any one or more areas in our marketing, it’s not usually because of the marketing strategy itself, but because of something deep within ourselves that’s keeping us from moving forward.

Most of us ignore the problems and never deal with them.

I, too, am guilty of this. But, I know a lot of my members and clients experience this almost daily.

Anyway, I can’t do the video justice. I recommend watching it yourself. Check it out at http://snipurl.com/jlxub  .

If it makes sense to you, leave me a comment about it after you’re done.

If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

Check it out.

If you like this video, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

Watch the video.

If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

I don’t like the RFP and proposal writing process for a lot of reasons. One of which is, whether you do a great job and meet all the requirements of the RFP, you still have little or no chance of getting hired.

Here’s why I believe this: A friend of mine (who would like to remain nameless) used to work for a large insurance company. His job was to post RFP’s, review proposals, and then, along with a committee of peers, hire the appropriate consultant or consulting firm under a certain criteria. (Well, that’s what he was hired to do.)

Let me fill you in on a little secret he shared with me over lunch one day:

When companies request proposals, they usually know ahead of time who they want to work with.

Yeah, I said it. Many companies already know who they want to work with.

So, what hiring companies are really doing is not necessarily in looking for the best new company to work with… but looking for great new proposed ideas/strategies/theories, etc. - and - the lowest proposed fee they got, so they can take those ideas and low proposed fee to the company they do WANT to work with.

Case in point: My friend Ramon, who is a marketing consultant to the Value Added Reseller (VAR) market. He helps VAR’s, IT Solution Providers, and IT Consultants & salespeople attract more qualified clients, and teaches them how to be “Trusted Advisors” in their target markets.

Ramon is one of the very best at what he does. He has done great work for his clients, and many seek him out again to help with other projects.

Last week a former client of his who had sent out a RFP, got several proposals, reviewed the top three, and then called my friend Ramon and said, “if you can do these things and for 5% under what this guy was willing to do it for, the project is yours.”

Ramon is the the consultant of choice. The others were merely for informational purposes only.

That kind of ticks me off!

We are consultants - experts at what we do. We should not be peddling for work. We should be sought out - and WE DECIDE who we want to work with. Not the other way around.

In my opinion, writing proposals every day, week, or month and submitting them to “most-likely-lose” situations is not a good use of my time, nor my expertise.

Like you, I am an expert at what I do and I can solve problems for companies. You either seek me out and choose to do business with me because of something you saw, heard, or experienced - or - we probably shouldn’t work together.

My belief is if someone is going to ask me to do a proposal, I should charge for it and consider it a “Plan of Action.”  If they should decide to hire me further to uncover and solve more problems, then the fee for that Plan of Action can be prorated towards the entire project fee.

But, no way - I mean, “NO WAY” should I be treated like a peddler of my expertise.

Doctors, Lawyers, Accountants, Consultants = Experts at solving problems

Do doctors peddle for patients? Do lawyers beg to become your representation in court? Do accountants peddle to do your bookkeeping or taxes? No. 

You are either referred to them by a friend or colleague. Or, you’ve heard about them through their reputation. Or, you’ve had an experience with them, hearing them speak or read something they wrote, etc.

Does that mean they don’t market themselves? No. It just means they are sought out rather than having to beg someone to do business with them.

As a consultant, I beg of you. Consider my thoughts on this. You are not a servant or service provider. You are an expert who helps solve problems.

Start holding yourself to a higher standard and revere yourself as someone special.  Start doing things that position you as the expert you are and as the “Obvious Choice” to your target clientele.

Do things that get your prospective clients to “raise their hand” and request more information on how to work with you. Use methods other consultants would never think of to reach your prospects, and get prospective clients to ask you for more information. You guide the process, not them.

It’s the best way, really.

If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

While it is important that we instill confidence in our prospects or clients minds, how do we actually do that?

We can present:

• Case studies
• Testimonials
• Statistics
• Articles, reports, whitepapers, etc.
• Time in business, etc.

These “tools” all help with building credibility, and some actually can help us get new business.

But, is it more powerful than having a good reputation in our target markets?

My definition of “reputation” is:

• What they assume about you
• What they are told by others about you
• What they READ or HEAR about you
• Who you are associated with
• Who they associate you with in their minds
• And, so on

I believe the difference between credibility and reputation comes to this:

Credibility is what you present to them to get them to trust you

Reputation is what they already know about you or find out about you on their own

Reputation is far more powerful because THEY come to their own conclusions about how great you are. You don’t have to try to convince them how great you are.

So, although you must use the tools of credibility to help pursuade a future or present client to hire you, it is my opinion that “what you will be paid for, especially over time, more than for your know-how, more than for your service or work, more than for your results, more than anything, is your reputation.”

If you like this article, please leave a comment. Or, send me an email at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com

This particular episode is about two consultants meeting with a Manager about improving morale in the office.  Enjoy!

If you like this post, please leave a comment or email me at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”

When I was struggling as a consultant, I did the same thing. One reason was, I didn’t really know better. The other reason was, I needed any money I could get.

That has changed.

I do a lot of reading and studying on marketing and I’ve heard it said (and I agree with this) that a consultant should be treated equally like that of any other expert, such as a M.D., an attorney, a CPA, etc.

Here’s the definition of “Consultant” from Dictionary.com:

con-sul-tant
- noun
1. A person who gives professional or expert advice: A consultant on business methods.

I mean, “why not?” When there’s a problem with your health, you go to a doctor for a medical exam (or assessment), a diagnosis is made, and a prescription is given. If there’s a specific problem, we go see a specialist - one who is paid far more than the general practitioner.

It’s the same as a consultant. When there’s a problem in a particular business, we call in a consultant for expert assessment. A diagnosis is made. And a prescription is given. If there is a specific problem that an average consultant can’t solve, he/she recommends a specialist - who is paid far more than the general business consultant.

The problem is, most consultants don’t see themselves as authorities with their respective skillsets and that creates insecurity for the client. They see themselves as providing a service to the client. The problem with the word “service” is that, in order to provide a service, you must become a “servant.” Servants are not treated with respect. They take orders and take care of their masters.

Being a servant is not the best way to be of greatest value to your clients. As a consultant (an expert, authority, etc.) you are there to achieve certain results requiring his compliance - not the other way around.

The fact of the matter is, clients want an authoritative voice. They want certainty. They want results that have already been tested and proven by other clients. They don’t want a lap-dog consultant to boss around.

You have to decide the rules of how you want to do business. If you want to be a highly-paid consultant, then you must act like a highly-paid consultant and dictate the rules by which you are willing to work. (Not the other way around.)

Consultants who believe they’re providing a “service” lose control and are treated like commodities. Consultants who believe they are leading authorities get treated as such.

Remember, you are not providing a service. You are providing certainty. And that, my friend, warrants being paid accordingly.

If you like this post, please leave a comment. Or, email me at Craig@FormerStrugglingConsultant.com

Craig Valine, “The [Former] Struggling Consultant”
http://FormerStrugglingConsultant.com