| With layoffs and downsizing becoming more
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| | how much you will be paid. In slow
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| and more frequent in today's job market
| |
| | economic times, payments tend to be
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| an increasing number of people are
| |
| | delayed, so you may want to indicate an
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| parlaying their experience and know-how
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| | interest charge on payments delayed over
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| into a small consulting practice.
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| | thirty days.* Scope of work. As in the
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| Consulting can be a wonderful and
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| | proposal, be careful what you promise to
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| fulfilling field but to be successful you
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| | do for the client. If the limits of the
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| have to be much more than a well-paid
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| | project are too broad or fuzzy, you could
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| business advisor.In part 1 we covered how
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| | be responsible for years of follow-up
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| to set up, market, and qualify leads for
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| | work at no fee.* Duration. Some projects,
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| your consulting business. In part 2 we
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| | especially if you are dealing with the
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| will cover how to write proposals,
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| | public sector, can be delayed suddenly,
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| contracts, and build better relations
| |
| | even in the midst of your assignment. By
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| with your clients.Once you've met with a
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| | specifying a duration in the contract,
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| prospect, identified problems, and
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| | you protect yourself from unforeseen
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| convinced the prospect that you have
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| | delays and stoppages of fees. But you are
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| something to offer, you will try to sell
| |
| | also reassuring clients that they will
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| him or her specific solutions. Your
| |
| | see results in a reasonable time frame.*
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| solutions should be presented in a
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| | Guarantees. Be careful about what you
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| proposal that, if the client accepts it,
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| | guarantee in terms of project results.
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| forms the basis of the contract. Knowing
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| | Guarantee only that which you have
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| how to write a good proposal is one of
| |
| | control. Don't guarantee increases in
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| the most important things a consultant
| |
| | productivity even if you're working on a
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| must know to succeed. Poorly written or
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| | productivity-improvement assignment.
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| poorly organized proposals will destroy
| |
| | There are too many other factors over
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| any chance for a contract.While every
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| | which you have no control.* Ownership. In
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| proposal is different, all proposals
| |
| | the contract, even more than in a
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| should contain certain key things:*
| |
| | proposal, it is important to specify who
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| Background and definition of the problem.
| |
| | owns materials you develop during the
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| Review what caused the client to call on
| |
| | assignment. For example, will training
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| you, and what specific problems your work
| |
| | materials you develop in conjunction with
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| will solve.* Scope of the assignment you
| |
| | a training project be owned exclusively
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| propose. Explain what you are going to do
| |
| | by the client, or can they be used by you
|
| to solve the problem. It's more important
| |
| | for future training assignments.*
|
| here to also pinpoint what you will not
| |
| | Nondisclosure. A nondisclosure clause is
|
| be doing. Don't leave the boundaries of
| |
| | essential. It should prohibit disclosure
|
| what you intend to do fuzzy or the client
| |
| | of both your own and the client's
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| will never be satisfied with your work.*
| |
| | proprietary data, technology, and
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| How will you be doing it. Give details on
| |
| | strategies.The overriding goal of a
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| how you'll conduct the assignment. You
| |
| | consulting project is, of course, to
|
| should include specific information but
| |
| | satisfy your client by doing the best job
|
| still keep it general so that the client
| |
| | possible. However, this is not always as
|
| understands it can't be done without you.
| |
| | easy as it sounds. Internal conflicts in
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| Also include how and how often you will
| |
| | the client organizations, or conflicts
|
| be reporting to the client on the
| |
| | between you and the client, can lead to a
|
| progress of the project.* Deliverables.
| |
| | contentious, and ultimately unsatisfying
|
| List what you will be producing during
| |
| | relationship. Never underestimate the
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| the course of the assignment (plans,
| |
| | importance, and potential difficulty, of
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| seminars, programs, designs, etc.) Also
| |
| | maintaining a good relationship with your
|
| specify who will retain ownership of what
| |
| | client.You should always treat your
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| you produce (for example, whether the
| |
| | clients with respect. Never talk down to
|
| client can conduct seminars based on the
| |
| | a client or make him or her appear stupid
|
| program you conceived during the
| |
| | or unknowledgeable. And never get into
|
| project).* Fees and costs. Make an
| |
| | personal conflicts with clients or
|
| estimate of how much the client can
| |
| | employees of client organizations.
|
| expect to pay, broken down into fees and
| |
| | Otherwise, it is unlikely you will be
|
| reimbursable expenses. For example, "Fees
| |
| | considered for future projects.As a
|
| are estimated not to exceed $25,000, and
| |
| | consultant, your will become privy to
|
| reimbursable expenses are estimated at
| |
| | inside information about the
|
| $4,000."* Resources needed. These include
| |
| | organizations that hire you. Your clients
|
| on-site desk and computer equipment,
| |
| | expect you to keep that information to
|
| access to materials, and specific
| |
| | yourself. If clients hear you giving
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| personnel resources and the roles the
| |
| | details about other clients, they'll
|
| people are to play.* Schedule. Pinpoint
| |
| | assume that you will be as loose-lipped
|
| when the project starts and when you
| |
| | with their own information.Sometimes, you
|
| expect the assignment to be completed if
| |
| | are going to have to take sides as part
|
| started on time.Use graphics and
| |
| | of a project. But, if possible avoid
|
| illustrations in your proposal because
| |
| | taking sides in internal conflicts. To be
|
| they help to convey a lot more
| |
| | effective and respected as a consultant,
|
| information. Don't stop your marketing
| |
| | you must remain objective at all times.As
|
| efforts after you've submitted the
| |
| | a consultant, you will often be
|
| proposal. Follow up with calls, letters,
| |
| | considered by employees of client
|
| and e-mails to be sure the proposal has
| |
| | organizations as a hired hand brought in
|
| been received, and ask prospects if they
| |
| | by management to do harm. For example,
|
| need more information. Don't hesitate to
| |
| | employees may think you were hired to
|
| check periodically on the progress of the
| |
| | help downsize the organization. There
|
| proposal evaluation.One of the most
| |
| | will be times when you might face
|
| important questions a consultant can ask
| |
| | outright hostility and perhaps sabotage.
|
| is, "How much should I charge?" Fees
| |
| | Be prepared to deal with those problems
|
| compensate your time, effort, and know
| |
| | by, for example, specifying in the
|
| how. But they must also cover your
| |
| | contract that success is contingent on
|
| overhead, expenses, benefits, and time
| |
| | employee cooperation.As a consultant you
|
| spent on marketing between
| |
| | will wear many hats, business advisor,
|
| assignments.The fee structure you choose
| |
| | salesman, administrator, and production
|
| depends on the project. If you can
| |
| | manager. You will have to learn to wear
|
| estimate accurately how much time you are
| |
| | all these hats with ease. But being an
|
| going to spend, then you can ask for a
| |
| | independent consultant will allow you to
|
| fixed price plus expenses. If the time
| |
| | have a career that gives you freedom,
|
| you will spend on the project is
| |
| | excitement, fulfillment, and money. But
|
| unpredictable or variable, then bill by
| |
| | most of all being an independent
|
| the hour to ensure that you are paid for
| |
| | consultant allow you to use your
|
| your time.Never start a project without
| |
| | expertise to reach out and help many
|
| getting a signed approval from the
| |
| | people to succeed and fulfill their own
|
| client. There is too much money, too much
| |
| | dreams.It is the ultimate win-win
|
| time at stake, and too many details to
| |
| | situation.Copyright© 2005 by Joe Love
|
| cover. Never base the agreement on a
| |
| | and JLM & Associates, Inc. All rights
|
| handshake, no matter how friendly you are
| |
| | reserved worldwide.Joe Love draws on his
|
| with the client.A contract can take on
| |
| | 25 years of experience helping both
|
| one of three forms. One option is to
| |
| | individuals and companies build their
|
| include a letter of agreement in the
| |
| | businesses, increase profits, and achieve
|
| proposal for the client to sign. It
| |
| | total success. He is the founder and CEO
|
| should clearly indicate that the
| |
| | of JLM & Associates, a consulting and
|
| signature signals approval for the
| |
| | training organization, specializing in
|
| contract. You can also have a separate
| |
| | personal and business development.
|
| contract, preapproved by your lawyer, for
| |
| | Through his seminars and lectures, Joe
|
| the client to sign. Or, in some cases,
| |
| | Love addresses thousands of men and women
|
| clients will draw up their own contract.
| |
| | each year, including the executives and
|
| It's very important in this situation to
| |
| | staffs of many of America's largest
|
| let your lawyer review the agreement.Here
| |
| | corporations, on the subjects of
|
| are some important points that should be
| |
| | leadership, self-esteem, goals,
|
| included in every contract:* Payment and
| |
| | achievement, and success psychology.
|
| billing terms. Specify how frequently and
| |
| |
|
