Without doubt, I am so much smarter than I was in June of 2004. Looking back, as I left the security of a regular paycheck and the clear identity that a corporate role provided me, I was very naïve. I did have a skill set, a strong work ethic and determination. I didn’t have skills in consulting, marketing or making a sale.
But with blind optimism, good mentors and a strong desire to learn I launched. At times I stumbled, but always picked myself up, dusted off my bruised ego and began anew.
As with most things, over time, patterns appear and constructs emerge and you can see things with clarity. And so, in no particular order, here are some things I know deeply now, that I didn’t on June 1, 2004.
1. Doing the work is only half the work.
I was fortunate to luck into some sub-contracted work immediately upon my exit. It gave me work, income and a way to learn about consulting. And yet, throughout the engagement I found myself annoyed that I only recouped 66% of my billable rate. I was doing all the hard work, yet 1/3 of what the client was paying went to the consulting group that had brought me in. “How fair is that?” I would bemoan.
Turns out, it was very fair. I learned that as I actually sold projects and managed projects that the this was real work, hard work, time consuming work and that without doing the work of making the sale and managing the engagement – one would never actually “do” any work at all.
2. Your network is one of your biggest assets.
I launched my practice with a contact list of 50. And it was a pretty shaky 50, with some on the list who would only marginally know me let alone vouch for my work. Within a year it was 100, and it has continued to grow. Now, this is clear to me: Second only to your expertise, your network is the most important asset you have in doing this work. For referrals. For references. For ideas. For introductions. For sharing of knowledge. For support.
3. Just get started and refine along the way.
In the beginning I did work that I would neither pursue or do now. I did technical writing, which I can do, but don’t enjoy very much. I did some more traditional HR work, which I could do but is not my strong suit. But each of these engagements gave me insights into consulting, clients that led to other work, and cash flow.
Over time, I honed my offerings and my work to that which I had a deep passion for. The other work was referred to colleagues who adored that particular kind of work. The bottom line is this: don’t agonize over having to have every single detail of your business offering buttoned up before you start. Just start. Then learn. Adjust. Repeat as needed until you arrive at a place where work and life appear seamless.
4. It’s not about you. It’s not about your methodology. It is about THEM!
No matter what your area of expertise, there is a body of best practice. There are phases and steps and ways to do things right. And then there is reality. I’ve yet to see a situation that combined the perfect client, the perfect solution and the perfect implementation. I am continually in situations with clients in dynamic and challenging situations for which we adapt my processes and methodology to work for them.
You will not be the “expert” that comes in and fixes them with a flawless solution. They will not always love and adore you. You will not be the savior.
However, you can be the partner that walks by their side, understands their situation, and works with them to make things better. You can be someone who offers perspective and finds a way forward. You can be someone they trust and respect. And that is as good as it gets!
5. Consultant time is different than employee time.
Until I got on the other side, I never realized how much of “employee” time was non-productive time. Some of it is idle chit chat, some is administrative busy work, some is unproductive meetings and a whole lot of it is time waiting for someone to do their work so that you could do yours.
It is amazing how much one can get done when time and attention are focused. Projects that would have spanned months as an employee can be knocked out in weeks. Consultant time is time of specific and uninterrupted focus. It doesn’t mean that I don’t socialize or kick back; it means I just do a whole lot less of it and then get back to “consultant” time.
6. The sales cycle has immense variation – from hours to years.
If someone can explain this to me – have at it! For I am befuddled when folks talk about a sales pipeline and knowing how long it takes to make a sale. In my experience it might be one phone call or it may be multiple meetings over many years. There are big projects that fall in place quickly and little ones that take forever to move forward. There are ones that feel certain that never materialize and others that are long shots that suddenly come together.
What I have learned is that you continue to do the work to build relationships, nurture sales and stay in touch with potential clients and work will come. While the specifics are not predictable, what is predictable is that after a bit, if you’ve positioned yourself as a thought leader, built out a solid network….sales begin to come to you. And that is a very sweet thing!
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