Every now and then, I have to make a useful post, for fear of being reprimanded by one Tony Restell :pTo the OP:Always think "the power of 3". Three reasons, three main points, etc. Here's an example. I made a complaint to my local police force, citing something I termed, "Trinity of Terror".In consulting, you need to keep in mind these three things: 1.) Subject matter expertise.One starts off as a BA, doing 'donkey work'. The nature of MC is such that if you want to bill the client big bucks, you need to make sure you have staff that are bloody good. This is why ppl specialise. You then handle such work packages or workstreams.2).Consulting delivery.You need to gain the skills (project/programme/portfolio management skills) needed to deliver consulting projects that exceed client expectations, whilst adhering to margins. You cannot achieve this if you only want to staff your projects with attractive colleagues3). Sales and flag-waving.Although consulting is the business of renting out brains, at the top, it is about winning business, i.e. relationships. That's the gist of it!Of course, things like EQ and networking and whatnot are important. Try your best not to antagonise clients. You may be in the right - and yes, there's nothing more frustrating that arguing with someone who is both in the right and know what they are talking about - but you don't want to rub it in and lose clients. LOL!Here's another piece of advice. When working with clients, try to help them develop their skills. Most of the time, these guys and gals do not get noticed in their respective organisations and consulting engagements help put them in the spotlight. Help them improve themselves. I'd even say... let them take the credit for some things. You never know! They might be in a position to return the favour years down the road.Oh yeah. Do get advice/advise right. The former is a noun. The latter is a verb. E.g.:--He advised, giving horrible advice.--He practised hard during football practice.
