Monday, 21 March 2016

Go Ahead and Change Your Mind

New Information


Over time, you should be getting smarter. Being entirely consistent in everything you believe can mean that you aren’t growing. There has never been a time where so much new knowledge is being created, and with it, the occasional new wisdom.

Not changing your mind about anything means that you are not taking in new information, new knowledge, or new wisdom.

Ignoring new evidence means stagnation. Consistency in the face of new information and new evidence is stagnation.

New Beliefs


What beliefs have you changed in the last few years? It’s unlikely that you’ve changed your religion or your political affiliation. It’s equally likely that you share both of these beliefs with your parents, not to suggest that you shouldn’t.

This economy is a different economy than your parent’s and grandparent’s. The challenges are different and more difficult. The opportunities are greater, and some of the obstacles have all but disappeared. The ideas that may have served you well three decades ago will now do more harm than good. Have your beliefs about the economy changed?

Work is different now. Work was different 30, 40, and 70 years ago. Careers were different. Does the word “work” or “career” mean something different to you now? Have your ideas changed?



How to Change Your Mind


You shouldn’t be embarrassed to have changed your mind. It is a sign that you are learning, discovering, and growing. It’s more dangerous to stay locked to a belief that no longer serves you, especially when there is a good reason to adopt a new idea.

When pressed about having abandoned a long-held position, you simply say, “I have changed my mind about that. I no longer believe what I used to believe.” No apologies. No shame. Instead, growth.



If your beliefs haven’t changed, it’s worth taking them time to examine them and see if they still serve you, and to measure them against new evidence and new information. If you haven’t changed your mind about anything, it may indicate a need to explore ideas that make you uncomfortable.

A Lesson Learned the Hard Way at Lunch

When I was very young, naïve, and new to selling, I relentlessly called a big prospect in my territory. She refused my meeting requests dozens of times. I had no idea then that a sales call requires a value proposition, some value the contact will gladly trade their time to obtain. So I did what I thought might work, and I invited this prospect to lunch.

I picked the prospect up in my car, and she requested that I take her to an Asian restaurant in Century City. When we sat down, she ordered two appetizers, one for now, and one that she could take with her for later. It was a little weird, but I said nothing. Then she ordered two entries, one for now, and one she could take with her at the conclusion of our lunch “meeting.”



There was no lunch “meeting.” There was only lunch. Every time I tried to ask her about her business, she changed the subject. The more I attempted to engage with her, the more awkward it was to talk at all. We were both silent, and one of us was in way over his head.

After the lunch plates had been cleared, my prospective client ordered two desserts. She looked at me and asked me if it was alright, knowing there was no way I could object having already waived my rights. You know by now that my prospect ate one of the desserts and had the second put in the already large bag of food she was taking with her.

I was always upset by the fact that this prospect took advantage of me. I was 23 years old and had no experience to know what to do in such a situation. I had no language available to me. I suffered through it.

It took me years to absorb the lesson she taught me. I had no value proposition, and I believed that I could buy her time and attention for the price of lunch. Because I thought so little of her, she thought the same of me. From that point forward, I started taking prospects lunch only after I had a discovery meeting and I always made it a working lunch.


You Are Not a Marriage Broker

You have a big call, and you don’t have the subject matter or technical expertise you need to create value on the sales call. So you invite a subject matter expert to join you on the call so they can have the conversation and handle the questions that you can’t yet handle.

Bringing a subject matter expert on sales calls is a good idea. Up to a point. At some point, it’s a weakness and a real problem.

You aren’t a marriage broker. A salesperson’s role isn’t simply to bring two people to together to see if there is a fit. You are a value creator.



Are You a Dependent?


If you depend on a subject matter expert to make your sales calls, you are a dependent. This dependence is a problem.

If the only value you bring to your client is arranging to bring a person from your company who can create the value that you can’t, you aren’t creating enough value to be consultative.

You can’t be a trusted advisor without trust, and you can’t be trusted advisor with the advice. By abdicating your responsibility to know enough to create value in every sales interaction with your dream client, you bring too little to develop a real relationship. Not knowing enough about what you do, how you do it, and why it matters doesn’t create a preference for you nor does it create a competitive advantage.



Get Smart Fast


You can get smarter. Every time you take a subject matter expert on a sales call with you, write down the statements they make so you can study them. Write down the questions that your prospective client asks and your SME’s response.

When you leave the meeting, review what your SME said, the customer’s questions, and their answers. Ask them why they said what they said. Ask them to share their thought process to deepen your understanding of their area of expertise.

You may never have the same level of expertise as your subject matter expert, and you don’t need to. However, you ought to be able to make people believe you are a subject matter expert in your own right.

And if you can’t do a web demo, you likely have learned helplessness. If you wanted to, you could learn to do it in a couple of hours.

10 Factors for Forecasting Deals

Compelling reason to change:


 If your dream client doesn’t have a compelling reason to change, it’s difficult to forecast that deal. Like a crime, you are looking for a motive. No compelling reason to change doesn’t mean you may not win eventually, but it’s not a deal you can forecast with any certainty that you are going to win it by a certain date.


Client driven date:


If the prospect doesn’t have a date by which they believe they need to–or want to–implement your solution, the date in your CRM is merely a placeholder. How can you forecast a date when the client isn’t even aware of the date you have selected?



Support beyond formal process: 


Do you have access to the stakeholders you need? Do you have access to the information you need? How much closer than “arm’s length” are you? It’s a mistake to forecast a blind RFP with any certainty over 17% unless you helped write it.


All stakeholders are known and engaged:


 In small companies or large companies with a dominator hierarchy, you may be able to make a deal with a single stakeholder. But in larger, more complex deals, you are likely to need consensus. You won’t know how to build consensus if you don’t know who the stakeholders are. Not knowing them means they don’t support you. Maybe lower your certainty.


Obstacle identified:


 If you don’t know who your obstacles are, you may want to reduce your certainty when it comes to forecasting. If you don’t know how you are likely to lose a deal, then you don’t know where you are likely to be flanked by your opposition or your competitor. Knowing how you may lose is how you know what changes to make. And who you need to help. Hold on that 75% certainty score.


All stakeholder needs are addressed, and the solution tailored: If you don’t know what people want and how your solution may be difficult for them to accept, you can’t give them what they want. If you have “a” solution, you might want to think about “solutions,” (plural) tailoring your proposal for the people whose support you need and who you will later serve.




Collaboration on solutions: 


You are much more likely to win a deal in which you collaborated with the contacts within your dream client’s company. If it’s your solution alone, it is not “our” solution. The more the solution belongs to your prospect, the greater the likelihood you win.


Support of leadership: 


Just because you need consensus doesn’t mean that there isn’t still someone who has to sign an agreement. Consensus still requires the support of leadership. You don’t want to ask if leadership supports the change initiative you are working on with your prospect. Would you rather lose?
Access to investment: A lot of people and companies have problems worth solving. Few of them have an unlimited budget for everything they would like to have. The question isn’t “Is there a budget?” It’s “is this compelling enough for you to make the necessary investment?” You can forecast a deal, but if there isn’t a reason to pay for the change, you are looking a “no decision.”

Competitor’s known:


 If you haven’t had a scrappy competitor sneak into a deal and beat you, you will. You can’t easily differentiate your offering from your competitors if you don’t know who they are. You also can’t always generate the best deal strategy. It’s better to know who you are competing against than not to know and do nothing.

The Optimal Landing Page for Consultants

I was recently asked “what does an ideal landing page look like for someone offering consulting services?” It’s a great question.  For over 15 years I’ve been a consultant and built successful consulting companies. I’ve also co-founded several online businesses. So this is a topic I’m familiar with and passionate about. Let’s get right into it. Here’s what you need to know about creating a landing page if you’re a consultant marketing your services.

The relationship the buyer and consultant will create and have is critical. For that reason, the buyer of consulting services will look to quickly gain a sense of what it will be like to work with you as soon as they land on your page.
You Are the Product

As marketers when we create a landing page to drive leads or promote our product we work hard to position it in a way that it grabs the attention and interest of the buyer. That makes sense because the buyer (user) is most interested in whether or not the product will help them overcome the challenge they’re facing? Will it help them get closer to the result they are after? And are the benefits of using the product clear and believable?



When you’re offering consulting services, YOU are the product. The user, in this case the buyer of consulting services, asks slightly different questions. Questions your landing page must answer in order for it to be successful.

These questions include:

Who is the person or company offering these services?

Do they have the expertise to help me solve my problem or reach the result I’m after?

Put another way; are they a specialist and expert?

Do they have a track-record of success and results?

What makes them better than any other person or company in this industry?

These questions are driven by the nature of the buying process in consulting. Consulting services involve human interaction. They are unlike signing up for an online service or buying herbal supplements. When a buyer hires a consultant they know they’ll be interacting with them on a regular basis.

The relationship the buyer and consultant will create and have is critical. For that reason, the buyer of consulting services will look to quickly gain a sense of what it will be like to work with you as soon as they land on your page.

In just a few moments I’ll share with you the specific elements to include on your landing page to achieve optimal results. First, let’s talk about your personality.



Show Your Face


I mentioned above how important the relationship is in the buying process for consulting services. That’s why you got to show your face.

Don’t hide behind your logo and don’t try to make yourself look like a bigger company than you are. It rarely matters. Remember, your prospective buyer will hire YOU because they like you. Because they believe that you can help them. And because they trust you to deliver results. Not because you have a beautiful logo or a fancy sounding name.

VWO published results by one of their users, Jason Thompson, who swapped out a contact icon for his face and saw conversions increase 39%.

The ONLY 3 Activities Consultants Should Focus On

There are three things and really only three that you should be spending your time on each day.

You may find that extremely exciting. No longer do you have to try and tackle a long and growing to-do list.

Proactively follow up with leads, set meetings and calls. Enter meaningful sales conversations. Done right this focus will grow your revenues like no other activity.
Or you may find that idea scary because it requires you to become even more focused and to remove all the distractions around you.

Whichever side you’re on it doesn’t change the importance of these three things.

And if growing your consulting business is a priority don’t underestimate the power of what I’m about to share with you.


Priority #1: Serve Paying Clients


Your first priority should always be to serve your paying clients.

They deserve the most from you.

When you start your day always begin with your clients in mind.

Have a clear plan of what you need to do that day to serve them in the best possible way and provide them with exceptional value.

You’ll want to spend 30-50% of your time on this priority.

They are the lifeblood of your business.  Never forget that.


Priority #2: Close Deals and Work Your Leads



Once you’ve taken care of your clients you can move to your next most important activity – working the leads you have in your pipeline.

Why is this so important? A percentage of the leads in your pipeline will become your paying clients.

If you use the right strategies and approach a significant number of them will become clients.

When you learn what type of marketing will work for your specific situation you’re able to take the right actions to improve your marketing and get results from it.
This is a revenue generating activity. It’s the straight-line from getting where you are to winning more business.

Proactively follow up with leads, set meetings and calls. Enter meaningful sales conversations.

Done right this focus will grow your revenues like no other activity.

You’ll want to spend 25-40% of your time on this priority.

Priority #3: Marketing and Lead Generation



This is the top of your funnel. Marketing and lead generation are activities you always want to be engaged in.

Failure to focus on bringing in more leads results in having a dry pipeline and a severe lack of business and opportunities.

In my Marketing for Consultants Coaching Program I teach strategic marketing tactics that can fill your pipeline quickly. A way to attract your ideal clients.

The actual tactic you choose to generate leads isn’t as important as making sure that you’ve selected the right one. Not every approach works for all consultants.

There isn’t a one-size fits-all approach.

When you learn what type of marketing will work for your specific situation you’re able to take the right actions to improve your marketing and get results from it.

You’ll want to spend 25-40% of your time on this priority.

The Percentages


Why such a range in the percentages of how much time you should spend on each activity, you ask?

Great question. The reason is that it depends on what stage you are at.


If you’ve been a consultant for a while and have some potential leads and clients already you’ll spend a greater percentage of time on priority #1 and #2.

3 Ways to Disagree With Your Clients That They’ll Appreciate You For

Realize that most leaders aren’t surrounded by staff that ‘tell it like it is’. Instead they are often afraid to break any bad news with senior management.

Focus on the positive, not on the negative. Look at the challenge as an opportunity to fix and improve.
In an organization this often results in the leader believing things are okay when they really aren’t. This makes spotting the real problem even harder when the information the leader is receiving isn’t the whole truth.

If no problems exist and the business is humming along smoothly they wouldn’t need a consultant, would they?

You step in and have to break the bad news that things aren’t as rosy as the client believes…



Here are 3 ideas to consider:


1. Establish how you work – 


at your first meeting tell the client that you’re going to be very honest with them. That much of what you uncover will be positive, however, if they’re company is like others you’ve worked with before, you’ll also find room for improvement.

Because the client will now be expecting you to share both the good and the bad, it’s easier for you to share it with them when you find it – and they’ll be ready for it.

2. Believe what you see – 


Have you ever seen the program Undercover Boss? CEO’s from various companies dress themselves up and go ‘undercover’ to work in their own organization. Their employees don’t recognize them and they get to see up close and with their own eyes where things are going well and where things can be improved.

Consider taking the same approach in your own work. You’ll hear all kinds of things from employees, management and the CEO. Don’t draw conclusions from that information. Dig deeper so that you can see and experience it yourself. Then share that experience and encourage your client to experience it themselves. It’s hard to disagree when you’ve faced an issue first-hand.

3. Tell them clearly – 


I recently had a discussion with one of my coaching clients. Based in South America this consulting firm owner had a weight on his shoulders. The challenges with his employees and the market kept coming up and what he had or hadn’t done right in the past. I told him not to worry about the past anymore, look at this as an opportunity to focus on the future and get things right going forward.

You can do the same thing with your clients. Focus on the positive, not on the negative. Look at the challenge as an opportunity to fix and improve. The last thing you want is to spend time playing the blame game and talking about ‘what if…’. What’s done is done, help your client to see what’s ahead and take the steps to capitalize on it.

10 Proven Marketing Tactics for Consultants and Coaches

“What type of marketing works best?” It’s a question I’m asked over and over again.

Each year we run our Marketing for Consultants survey which provides insight into this question.

I recently decided to ask some friends (who are consultants, coaches, and solo professionals) what type of marketing is working best for them.

Especially what I wanted to explore was ‘what type of marketing is generating the highest quality leads and opportunities?’

And ‘WHY they believe it works so well for them?’

Below you’ll find answers to these questions from 10 experts. I’ve also provided my thoughts on the responses and a BIG takeaway for you at the end of the post.

(If you enjoy the post please share it)


Hugh-Culver-1 Hugh Culver

What type of marketing works best for you? I have been using webinars for five years, but only recently added a piece to the marketing formula that has really improved our results. Our new webinar formula is to schedule a full year of webinar dates, one per month. When I connect with someone who also serves the speaker/expert market I invite them to promote one of our dates. Because SOS is a monthly service, we can afford to be more generous with our partners. If I don’t have an affiliate lined up I run the webinar regardless off our list.

Why does it work so well? Each affiliate webinar grows our list and generates income for us and the partner – nothing new there. The trick I’m finding is to have the full year of dates already pre-booked. The set dates motivate the partner to take action and make a decision.


Laura-Ashley-TimmsLaura Ashley-Timms


What type of marketing works best for you? High end Business Development events – i.e. where we pay to attend a select event with guaranteed mutually chosen meetings with around 10-20 of our target corporate level clients (these are often from C-Suite level top FTSE 500 companies or Global equivalent) – held across UK or Europe.

Why does it work so well? It works because we mutually select each other – they get to see our passion and quality – we can follow it up and build on the relationship with other added value sessions



Stefan-DrewStefan Drew


What type of marketing works best for you? Leveraging “Creating Business Growth” the book [I co-authored with several other marketers] is bringing me in high value clients.

Why does it work so well? In a world full of white papers, social media posts and ebooks, a lot of serious business people in my niche still regard a physical book as being something that is only produced by people with expertise and authority.  So I’m emailing key decision makers in the £10-60m turnover section of my niche and telling them I’m sending them a copy of my book.  I also tell them that, unless they object, I’d like to set up a strategy meeting with them once they’ve read the book.  A week or so after sending the book I then phone them and check if they received the book and ask when they would like to meet. I also find most gatekeepers take me far more seriously as they’ve also seen the book.  In most cases they either get the decision maker on the phone for me or set up a date for a meeting with their boss.

Anthony-IannarinoAnthony Iannarino

What type of marketing works best for you? My email newsletter generates the most qualified leads, hands down.

Why does it work so well? I believe this form of content marketing works well because it allows me to nurture relationships consistently. The newsletter allows me to share stories that resonate with my readers and understand what I might be like to work with. Most of the time, when someone needs me, they already know what they are getting, and it makes it easy for both of us to say “yes.”


Chris-BroganChris Brogan

What type of marketing works best for you? The best marketing I’ve been doing lately is content upgrades that earn me new subscribers to my newsletter. 70% of my revenue comes from my newsletters.

Why does it work so well? The reason it works so well is that the “content upgrade” gives people a lot to consider for free, and entices them to think about what ELSE I might be offering, if that’s the quality of what they get for free.

LaRae-Quy-PhotoLaRae Quy

What type of marketing works best for you? My marketing plan focuses primarily on [promoting my articles through] social media, but I do find that not all social media is equal. My most productive leads come from LinkedIn connections.

Why does it work so well? I find that the articles I write generate interest in what I’m doing, and I’ve had several companies contact me about corporate consulting for their management teams.

Peter-SandeenPeter Sandeen

What type of marketing works best? It’s a combination, really. But if I have to pick just one, it’s email marketing.

Why does it work so well? People who have the necessary level of understanding of how marketing creates sales will eventually understand why the way I look at marketing makes sense and creates results. Those who are focused on tactics, tools, and strategies will rarely contact me. But those who see that the tactics etc. are only delivery mechanisms for a marketing message and that the message is what makes people want to buy, are (by definition) extremely well-qualified.


Dov-GordonDov Gordon

What type of marketing works best for you? All kinds of joint venture promotions where another party shares something of value I’ve created with their audience.  And their audience has the opportunity to join my list to get even more.

Why does it work so well? It works so well because partners have the ability to put you in front of large groups of qualified people in a very short time. And because their audience already trusts them, when they endorse me, it so much of their own credibility is passed along to me.  That makes it easier for people to listen and benefit from what I share.  And the more people who benefit, the more my business grows.

Ian-BrodieIan Brodie

What type of marketing works best for you? In the last 18 months Facebook Ads have been my #1 source of qualified leads. These days my business is primarily online so it works well to generate a regular flow of email subscribers who eventually become paying clients.

Why does it work so well? Like most marketing it works well primarily because I put time into it and learnt how to do it well. Like most of the population, many of my target clients are Facebook users – the trick is being able to find them, motivate them to click your ad and then to subscribe to your regular emails, and then having a follow-up system in place to convert subscribers into paying clients. It’s simple in theory, but requires a lot of work on audience research and to master landing pages and email marketing.

Erin-Thoms-MelnickErin Thoms Melnick

What type of marketing works best for you?  Speaking

Why does it work so well? The audience has an experience with us that they either fully connect to, or are fully repelled from. Either way, the polarization is powerful.

So…What type of marketing works best?

The answer is “It depends.”

The marketing tactic that one consultant uses effectively may not be the right fit for another consultant.

One of the biggest mistakes I see consultants and coaches making is trying to market their services by copying what others are doing. Yet just because a marketing tactic is working for one person, doesn’t mean it will be the right tactic for you.

Start by getting clear on who YOUR ideal client is. Once you know who they are, then you can align your marketing messaging and value proposition to them, and ensure that your marketing reaches them where THEY are. And that the tactic you choose is the RIGHT one to reach your ideal client in a way they are most likely to be responsive to your message.

2 Types of Consulting Retainers and How to Use Them Effectively

Consulting retainers are one of the most effective pricing models you can use. In this video I share the 2 types of consulting retainers and how to use them effectively with clients.


2-Types-Consulting-Retainers


You can find additional resources on consulting retainers in these articles, as well as much greater detail on consulting fees INCLUDING consulting retainers in a step-by-step guide in the Consulting Success System.


Consulting Retainers


Today, I want to talk to you about the two types of consulting retainers. Before we actually get into the retainers and what they mean and how to use them, let’s actually explore what consulting retainers are.

A lot of people have this idea that when you get into consulting that the business is unstable. That when you work a 9 to 5 job and you’re in ‘general employment’ that that is real stability.

As we’ve all seen, that is not stability. You can lose your job at any time.



Really, the control of your destiny in terms of your job is left up to others and is not in your own hands. When you start and run your own business, you really have control.

Consulting retainers are one of the most effective ways to create stability in terms of your income because you get paid month in month out on an ongoing recurring basis. And that can often be for months if not years when you’re creating great value for your clients and really building those trusting and powerful relationships.

Consulting retainers can really help you to achieve consistent income, and that is great because as you’re landing additional projects you know they’re always having that base of recurring revenue through the consulting retainer model.

Pay for Work


Now, in terms of the two types of consulting retainers, the first one is called Pay for Work. This is what a lot of people think about when they think about retainers and when they consider the concept of receiving ongoing payment on a monthly basis from their clients.

The Pay for Work model is really where you provide ongoing work for your clients and you get paid for it. Whether you’re receiving a $1000 a month or $3000 a month or $10,000 a month, the work that you’re doing on that monthly basis is what you’re getting paid for. That’s why that model and that approach is called Pay for Work.



Really, it’s almost exactly the same as a contract or a project. The only difference is that you’re providing and delivering that work on an ongoing basis. If you’re using this model, you want to set it up at the start with your client and show them what it looks like. From start to finish, month in month out, what are you going to be working on? What will you be covering? How will you be helping them? What value will you be creating as you work with them on that ongoing basis?


Pay for Access


The second approach to consulting retainers is called Pay for Access. Pay for Access is the model that I prefer. It’s the model that the most advanced and seasoned consultants use because it doesn’t rely on you actually providing work. With the Pay for Work model, really you’re still trading hours for dollars. When you spend half a day or you spend a few hours on a monthly basis for that client, you’re getting paid for that.

The time that you put in is directly connected to the money that you’re making. The Pay for Access model works in that you are getting paid on a monthly basis or maybe the client is paying up for a period of time, but they’re really paying you not for specific deliverables and work that you’re going to be providing them with. Rather, they’re paying to be able to access you.

This is why the Pay for Access model really only works but works best when you already have an existing relationship with that client. Meaning that you’ve already worked on at least one project with them so that they really feel that the trust is there. You both know that you enjoy working together. That’s the basis for the Pay for Access. It’s very uncommon and I wouldn’t recommend to get right into a Pay for Access type of model or situation with someone that you’ve never worked with before. It’s really hard to sell that to a client. It’s a beautiful and natural transition after you’ve done some initial work for that client, they’ve seen the results that you can generate for them and the value that you can bring, and they want to be able to access you.

So why would they do that? Why would they pay you on an ongoing basis where you’re not necessarily providing them with specific work and deliverables?

Access to Your Expertise


They’re doing that because they know that accessing you – accessing your knowledge, your expertise, maybe even your network – is of value to them, and it provides them with peace of mind. They do it because they know that – and this is the way that you position it – is that if they don’t lock you down, if they don’t have that retainer set up with you, then your schedule could get very busy working with other clients. When an issue comes up where they need or really want your assistance and help, they don’t want to have to get in line.

They want to be able to access you right away. By having you on retainer, they have that peace of mind that any time that something comes up they can give you a quick call, send you an email, and you’ll respond to them as quickly as possible within a couple of hours or whatever you set as being a reasonable amount of time, but they know that you are their adviser, that you’re on their side, that you’re there to consistently and constantly be there to support the growth of their business or to help them with any of the challenges that might come up.

The Pay for Access model is beautiful because you’re not trading time for dollars anymore. You might have one month or two months or sometimes even several months will go by where the client doesn’t call you up or doesn’t need your help, but then on month four or month five or whenever it happens, they give you a call and they know that you will be there to support them, that you will help them to find a solution to the problem or challenge that they’re having. That is worthwhile to them.


Pricing Your Retainers


In terms of pricing your retainers, especially if we’re talking about the Pay for Access, that is based on the value that you’re providing. If you’re charging $5000 a month $60,000 a year, as an example, then it needs to be clear to the buyer – to your client – that they access you and when they access you that you’re going to provide answers or solutions or recommendations to them that will be worth far more than $60,000 to them. You always want to make sure that the value level in terms of what you’re providing and the value that your client will receive, and the ROI is going to be there for them.

Those are the two different types of retainer models, the Pay for Work and the Pay for Access.

If you enjoyed the video and information please let me know and click the share button to share with your social networks.

Sunday, 20 March 2016

5 Reasons Consultants Should Blog

1. Search Engine Love Search engines such as Google love content from blogs. Especially when it comes out consistently. If you put up even a short post every couple of days or weeks your blog and therefore website traffic will climb.

2. You The Expert – You’re a pro right? Of course you are. Writing about your experience, sharing stories, consulting case studies, etc is a great way to demonstrate your expertise and become known as an authority.



3. Get Found – As you publish your posts you’ll start being found in the search engines by people looking for information on the topic you’ve written on. This is a great way to get contacted by potential consulting clients.

4. Easy to Get Started – Setting up a blog is easy! Seriously. Even if you don’t have one technical bone in your body, you can pay someone through a service like Elance or oDesk to help you setup your blog. Yeah, it might cost you $100 but it’s worth it. You can also look at services like WordPress.org, WordPress.com and Posterous – which all make getting a blog setup a real snap.

5. No Genius Required – There’s a myth out there that you need to be a talented and prolific writer to have a blog. That’s definitely not the case. I was nowhere near an A+ student in writing during my school days. That didn’t stop me from writing advertisements and direct mail copy for billion dollar companies and that certainly hasn’t stopped me from blogging and writing for you.