Expert insights. Personalized for you.
People seem to wonder what I mean by “peripheral skills,” which are skills not immediately critical to your profession but do tend to set you apart. A brief example, which I’m sure you’ve all experienced. MORE
I’ve never understood consultants who are flummoxed by a prospect saying, “Others can do this cheaper than you.” ” Do you shop for the cheapest heart surgeon, or mechanic for your car, or roof repairer? MORE
Always go to the source, not an intermediary. If you want a business decision, go to the buyer, not a subordinate or an assistant. If you want to learn something, find the original source, not secondary ones which quote others. MORE
52 
I’m watching a lot of football this time of year, and all of these teams are filled with star athletes, even at third-string. Yet only some teams are far above the pack. it’s not the athletes, it’s the coaching. The same applies to business. MORE
I’m astonished by how little designers (cars, hotel rooms, appliances, furniture, etc.) consult with their perspective customers before they produce the final product. MORE
If someone does not want to be helped, it’s unlikely you’ll be able to help them. If you haven’t made progress in 60 days and continue to coach them, you’re simply accepting money for showing up. MORE
52 
Tell your prospects after an initial meeting that you’ll follow up on a given date, at a certain time, with specific actions. Date/time/action after every meeting to move things rapidly forward. MORE
If you’re not making sufficient progress with a buyer and don’t know why ask this question: “What is your biggest hesitation in moving forward with my suggestions and involvement?” ” Find the cause of the resistance. Business of Consulting MORE
52 
When I visit any “big box” store that has self-checkout lanes, I find several store employees… helping people checkout, and often doing it for them. The lines move more slowly than the conventional cashier lines, and the staffing seems the same! MORE
52 
I’m asked regularly how to deal with prospects who don’t return phone calls and email, especially when they have a proposal in front of them. If someone is more than two days late, there’s something wrong. You don’t wait weeks for a response to a proposal with options! MORE
Stop craving affection and start generating respect. You accomplish that by demonstrating how you can improve my life, not by pandering or telling me how good you are. Prospective buyers need expertise, not a buddy. Business of Consulting MORE
52 
Take a close look at your conversations, promotional material, and collateral, no matter what the media. Are they talking about how your clients are improved and are your clients attesting to that, or are the simply a recitation of your credentials and offerings? Buyers care about relationships that meet their own self-interests, not yours. Are you promoting inputs (programs, training, sessions, etc.) or outputs (growth, market share, reduced attrition, etc.)? Business of Consulting MORE
A few things a client or prospect should never hear or see: • A web page that says “site under construction.” ” • A voice mailbox that says the mailbox is full and you cannot leave a message. • MORE
Does any political debate ever change anyone’s mind? If you want your prospects to change their minds and become your clients, explain dramatically to them why it’s in their best interests to do so. MORE
Every buyer is different in many ways, but the commonality if they’re healthy (about 95% of them) is that they seek to improve their condition, professionally and/or personally. MORE
There are close to 50 production cars (not multi-million dollar limited run cars) on sale in the US today that cost a minimum of $100,000, from a low of some SUVs to the high of a Rolls Royce. You can see most of them on the road every day. MORE
People take some days off for the holidays, but they don’t go on sabbatical! If you decide to stop marketing for the month then stop wondering why your sales pipeline is dry during the first quarter of 2020. Alan’s Thought For Today Business of Consulting MORE
Here’s some heresy: At executive level in larger companies buyers are not trolling web sites to choose advisors. They may assign their assistants to find venders.) MORE
If you want to make waves and not just stick your toe in the water, you need to be bold about what you believe. I could say, “Billing by the hour or day will not generate as much revenue as using value based fees.” MORE
52 
My recent trip to Malta and Croatia reemphasized some customer service points. The server would ask if I wanted warm milk with my coffee. Why on earth would you put cold milk in hot coffee? The servers brought the credit card machine to the table, so that my card never left my possession or sight. MORE
56 
How strong are myths and “taboos”? In the US, you’ll seldom see a 13th floor on the elevator buttons or rooms that begin with “13.” ” There IS a 13th floor, of course, but the hotel labels it the 14th and skips 13. MORE
The lawyers have a saying about the courtroom: Never ask a witness a question for which you don’t already know the answer. When you walk into a prospective buyer’s office, there are only six things that are usually said first (e.g., “What can I do for you?” MORE
70 
When you walk in through the office door and you don’t consider yourself a peer of the buyer sitting in that office, you’re not going to walk out through that door with the business you deserve. You’re not in this profession to “sell” services. MORE
52 
If you’re writing articles without real-world, contemporary examples to which the reader can relate, you’re merely writing conceptual pieces which aren’t going to persuade prospects. Think of all those awful college professors who merely read their notes and pontificated. MORE
The New York Times is fond of headlines and teasers which say something like this: “Schools continue to engage in X curriculum, but not everyone agrees.” ” Or, “We have a record economy, but not everyone agrees.” ” . The point is NOT that “everyone agrees.” MORE
40 
Stop trying “not to lose” business. Try to win business. Even if you manage “not to lose” it, the business will be on the buyer’s terms and relatively modest, with low fees. The “prevent defense” never won a football game and lost quite a few. MORE
The more complex we make things in the name of high technology, the more difficult they are to use: hotel phone systems, big screen TVs, car dashboards, cable boxes, airplane entertainment systems. You have to wade through countless menus or consult manuals the size of War and Peace. (My MORE
What I’ve Learned On Making A Marriage Work for 51 Years. When she says, “Remember what’s his name, he used to live up there, somewhere, and he worked for a company that went bankrupt, quite a few years ago—he drove an old car?” I just say, “Sure, what about him?”. MORE
If you’re not sure whether a buyer is being honest with you in asking for a proposal or just trying to get you out of the office, ask this question: “Why is this important to you?” ” If the buyer can stipulate in his or her words why your approaches are valuable (“I believe you can help us retain talent in sales that we just can’t afford to lose in a zero-unemployment economy’), then proceed. MORE
I’ve always avoided agreeing to a time frame for a discussion. “Can I have a half-hour of your time?” ” “No, just tell me what your question or issue is.” ” I can usually take care of the inquiry in five minutes. MORE
“We need a strategy” is a common plaint, and usually wrong. What’s actually happening is that the tactics are failing. People often respond to my advice with, “I’m already doing that!” ” I reply, “Yes, but you’re not doing it well enough, are you?” ” Strategy is top-down. Planning is bottom-up. Planning kills strategy through strangulation. “Strategic planning” is an oxymoron used by those who understand neither. MORE
Once you’re delegated to human resources or other places in the bowels of the organization, you’re unlikely to get back to the true buyer. Avoid this with intelligent argument: “This is a strategic (leadership) decision, and you and I should decide and agree on what is to be accomplished and only then we can involved others and their inputs on how best to do it. We have to present them with the goal, not allow them to set the goal.” MORE
Bringing people together who otherwise wouldn’t know each other, but who find it valuable to meet, is of huge value with very low labor. I call this The Chain Reaction of Attraction. They will, in turn, attract still others to you. Business of Consulting MORE
Be more effective and much quicker by trying to find the cause of problems and not simply slapping band aids on the symptoms, or jumping to vast, unverified conclusions. For example, most unhappy employees who leave organizations are actually leaving their boss. MORE
Alan Weiss
JANUARY 11, 2020
How strong are myths and “taboos”? In the US, you’ll seldom see a 13th floor on the elevator buttons or rooms that begin with “13.” ” There IS a 13th floor, of course, but the hotel labels it the 14th and skips 13.
Alan Weiss
JANUARY 8, 2020
Stop craving affection and start generating respect. You accomplish that by demonstrating how you can improve my life, not by pandering or telling me how good you are. Prospective buyers need expertise, not a buddy. Business of Consulting
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Alan Weiss
SEPTEMBER 14, 2019
If you’re writing articles without real-world, contemporary examples to which the reader can relate, you’re merely writing conceptual pieces which aren’t going to persuade prospects. Think of all those awful college professors who merely read their notes and pontificated.
Alan Weiss
DECEMBER 21, 2019
People take some days off for the holidays, but they don’t go on sabbatical! If you decide to stop marketing for the month then stop wondering why your sales pipeline is dry during the first quarter of 2020. Alan’s Thought For Today Business of Consulting
*Already submitted with the first entry, please contact me if you would like me to write up again.
Alan Weiss
SEPTEMBER 9, 2019
The lawyers have a saying about the courtroom: Never ask a witness a question for which you don’t already know the answer. When you walk into a prospective buyer’s office, there are only six things that are usually said first (e.g., “What can I do for you?”
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Alan Weiss
DECEMBER 7, 2019
I’ve never understood consultants who are flummoxed by a prospect saying, “Others can do this cheaper than you.” ” Do you shop for the cheapest heart surgeon, or mechanic for your car, or roof repairer?
Alan Weiss
NOVEMBER 11, 2019
People seem to wonder what I mean by “peripheral skills,” which are skills not immediately critical to your profession but do tend to set you apart. A brief example, which I’m sure you’ve all experienced.
Alan Weiss
NOVEMBER 29, 2019
I’m watching a lot of football this time of year, and all of these teams are filled with star athletes, even at third-string. Yet only some teams are far above the pack. it’s not the athletes, it’s the coaching. The same applies to business.
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Alan Weiss
NOVEMBER 20, 2019
Here’s some heresy: At executive level in larger companies buyers are not trolling web sites to choose advisors. They may assign their assistants to find venders.)
Alan Weiss
OCTOBER 2, 2019
A few things a client or prospect should never hear or see: • A web page that says “site under construction.” ” • A voice mailbox that says the mailbox is full and you cannot leave a message. •
Alan Weiss
SEPTEMBER 30, 2019
My recent trip to Malta and Croatia reemphasized some customer service points. The server would ask if I wanted warm milk with my coffee. Why on earth would you put cold milk in hot coffee? The servers brought the credit card machine to the table, so that my card never left my possession or sight.
Alan Weiss
OCTOBER 24, 2019
Every buyer is different in many ways, but the commonality if they’re healthy (about 95% of them) is that they seek to improve their condition, professionally and/or personally.
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Alan Weiss
OCTOBER 22, 2019
I’m astonished by how little designers (cars, hotel rooms, appliances, furniture, etc.) consult with their perspective customers before they produce the final product.
Alan Weiss
SEPTEMBER 7, 2019
There are close to 50 production cars (not multi-million dollar limited run cars) on sale in the US today that cost a minimum of $100,000, from a low of some SUVs to the high of a Rolls Royce. You can see most of them on the road every day.
Alan Weiss
OCTOBER 14, 2019
Does any political debate ever change anyone’s mind? If you want your prospects to change their minds and become your clients, explain dramatically to them why it’s in their best interests to do so.
Alan Weiss
AUGUST 30, 2019
Stop trying “not to lose” business. Try to win business. Even if you manage “not to lose” it, the business will be on the buyer’s terms and relatively modest, with low fees. The “prevent defense” never won a football game and lost quite a few.
Alan Weiss
OCTOBER 12, 2019
Bringing people together who otherwise wouldn’t know each other, but who find it valuable to meet, is of huge value with very low labor. I call this The Chain Reaction of Attraction. They will, in turn, attract still others to you. Business of Consulting
Alan Weiss
SEPTEMBER 25, 2019
I’m asked regularly how to deal with prospects who don’t return phone calls and email, especially when they have a proposal in front of them. If someone is more than two days late, there’s something wrong. You don’t wait weeks for a response to a proposal with options!
Alan Weiss
SEPTEMBER 13, 2019
When you walk in through the office door and you don’t consider yourself a peer of the buyer sitting in that office, you’re not going to walk out through that door with the business you deserve. You’re not in this profession to “sell” services.
Alan Weiss
DECEMBER 9, 2019
“We need a strategy” is a common plaint, and usually wrong. What’s actually happening is that the tactics are failing. People often respond to my advice with, “I’m already doing that!” ” I reply, “Yes, but you’re not doing it well enough, are you?” ” Strategy is top-down. Planning is bottom-up. Planning kills strategy through strangulation. “Strategic planning” is an oxymoron used by those who understand neither.
Alan Weiss
AUGUST 28, 2019
Tell your prospects after an initial meeting that you’ll follow up on a given date, at a certain time, with specific actions. Date/time/action after every meeting to move things rapidly forward.
Alan Weiss
AUGUST 25, 2019
If you want to make waves and not just stick your toe in the water, you need to be bold about what you believe. I could say, “Billing by the hour or day will not generate as much revenue as using value based fees.”
Alan Weiss
AUGUST 24, 2019
If someone does not want to be helped, it’s unlikely you’ll be able to help them. If you haven’t made progress in 60 days and continue to coach them, you’re simply accepting money for showing up.
Alan Weiss
AUGUST 21, 2019
Always go to the source, not an intermediary. If you want a business decision, go to the buyer, not a subordinate or an assistant. If you want to learn something, find the original source, not secondary ones which quote others.
Alan Weiss
AUGUST 14, 2019
If you’re not making sufficient progress with a buyer and don’t know why ask this question: “What is your biggest hesitation in moving forward with my suggestions and involvement?” ” Find the cause of the resistance. Business of Consulting
Alan Weiss
AUGUST 11, 2019
When I visit any “big box” store that has self-checkout lanes, I find several store employees… helping people checkout, and often doing it for them. The lines move more slowly than the conventional cashier lines, and the staffing seems the same!
Alan Weiss
AUGUST 4, 2019
The more complex we make things in the name of high technology, the more difficult they are to use: hotel phone systems, big screen TVs, car dashboards, cable boxes, airplane entertainment systems. You have to wade through countless menus or consult manuals the size of War and Peace. (My
Alan Weiss
AUGUST 4, 2019
What I’ve Learned On Making A Marriage Work for 51 Years. When she says, “Remember what’s his name, he used to live up there, somewhere, and he worked for a company that went bankrupt, quite a few years ago—he drove an old car?” I just say, “Sure, what about him?”.
Alan Weiss
JULY 30, 2019
I’ve always avoided agreeing to a time frame for a discussion. “Can I have a half-hour of your time?” ” “No, just tell me what your question or issue is.” ” I can usually take care of the inquiry in five minutes.
Alan Weiss
JULY 18, 2019
Be more effective and much quicker by trying to find the cause of problems and not simply slapping band aids on the symptoms, or jumping to vast, unverified conclusions. For example, most unhappy employees who leave organizations are actually leaving their boss.
Alan Weiss
OCTOBER 8, 2019
The New York Times is fond of headlines and teasers which say something like this: “Schools continue to engage in X curriculum, but not everyone agrees.” ” Or, “We have a record economy, but not everyone agrees.” ” . The point is NOT that “everyone agrees.”
Alan Weiss
JULY 21, 2019
If you’re not sure whether a buyer is being honest with you in asking for a proposal or just trying to get you out of the office, ask this question: “Why is this important to you?” ” If the buyer can stipulate in his or her words why your approaches are valuable (“I believe you can help us retain talent in sales that we just can’t afford to lose in a zero-unemployment economy’), then proceed.
Alan Weiss
JULY 9, 2019
Once you’re delegated to human resources or other places in the bowels of the organization, you’re unlikely to get back to the true buyer. Avoid this with intelligent argument: “This is a strategic (leadership) decision, and you and I should decide and agree on what is to be accomplished and only then we can involved others and their inputs on how best to do it. We have to present them with the goal, not allow them to set the goal.”
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