the evolution of the Consultant; how to plan your exit…


Consider these steps in your quest for passing your Consultancy on:

  1. identify your current Business Model ie how are you making your money?
  2. determine and reflect on your “Sweet Spot”
  3. analyse how well that model of choice has been working for you
  4. establish “proof”
  5. what “Push” and “Pull” forces have worked in that model
  6. review other Business Model options and its impact on your current model
  7. address the Transition between the two and any issues raised
  8. relate the “Sweet Spot” reflection to the Transition
  9. rank Client Relationships and what that implies
  10. develop a list of Clients to contact and by whom

All the while, continuously check in on how you are feeling, given the potential of the new modus operandi.

So, what’s the point of all this?

That you will:

  • understand how your current/old Business Model and the proposed Business Model can work together (enrolment)
  • understand how the “Push” and “Pull” forces have worked to this point (hindsight) and how they need to work for both moving forward (foresight)
  • know your “Sweet Spot” ie what you want to be doing most of in the proposed Business Model (engagement)
  • completely understand what is required in terms of ongoing Client Relationship management,and what that means in the new context (leverage)
  • investigate how this fits with your personal outcomes (comfort)

Need help? Let me know at

the evolution of the Consultant; planning your exit…


“…the future competitive advantage lies with consultants being able to move from ‘consultant as expert’ to ‘consultant as partner and guide’ to a client…” (Summary of Cornerstone Session, March 2012)

The evolution of the Consultant can only commence when they are ready to transition from their current Business Model (revolving all around the “I”), to utilising and maximising the Business Model of the “WE”. 

The Consulting world has changed fundamentally in the last 15 years and dramatically since the GFC and recent redundancies. With many more independent Consultants coming in to the market (regardless of quality), and clients having easier access to them (via LinkedIn for example), it’s increasingly harder for Consultants to consistently find new and ongoing work.

On other words, the feast and famine part of the consulting industry is still alive and kicking!

In addition, the “business” the Consultant has been building over previous years may not be worth anything at the time when the Consultant no longer wants to continue it. If the business focus is solely predicated on the Consultants personal delivery of their skill set and knowledge, this makes for an almost impossible transition to another.

However, this does not need to be the case. The difference lies in stopping the short-termism and flattening the peaks and troughs by instead focusing on elegant interdependence by being involved in a larger movement, whilst still retaining independence.

That is, being part of a “WE”, by building on what has been established as an “I”.

A select few new breed Consultancies are offering this type of Business Model now, enabling the Consultant to truly transition successfully into the next phase of their consulting career…

Learning from Lionel Logue, The King’s Speech…

The latest from aCE talentNET consultant Elliot Epstein of Salient Communication…

If you haven’t seen the Geoffrey Rush/Colin Firth movie The King’s Speech yet, then I recommend you go and see it and be aware that this article will disclose its characters and plots.

The King’s Speech has some great lessons for us in how to sell as well as consult and advise senior level clients.

This true story revolves around two key characters, King George VI and Lionel Logue, an unorthodox Australian Speech Therapist.

The King reluctantly ascends the throne after his brother runs away with Mrs. Simpson (you remember the story or were you staring at that cute girl/boy in class when this piece of history was being taught).

The King has an awful stammer which is not a great presentation technique when you’re about to galvanise the nation with your words to face the onslaught of World War 2.

After feeble and failed attempts by so called ‘experts’ to remedy the King’s stammer, he is dragged by his wife (the late Queen Mother) to see the odd Antipodean, Lionel Logue.

Does any of this sound familiar so far? Companies that have tried in vain to solve important problems despite numerous attempts with four or five suppliers, suddenly arrive at your office. Now what do you do? read on…

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