August 2005

Best of "Ask A Consulting Expert"

For the next few months, Ask A Consulting Expert will feature the "Best of"  previously asked & answered questions submitted since the column began in late 2002. Interestingly, similar questions surface each year – this selection focuses on getting started as a consultant, broadening an existing consulting practice, and keeping a practice small.

Question

I am currently working in the corporate sector, but would like to become a consultant and principle of my own firm. What would prepare me to succeed as a consultant? What suggestions do you have for making this transition?

Answer

First, be sure to read the three "B Books" (Block, Bellman and Biech) I recommended earlier in the March 2003 column. They cover the technical, humanistic and business sides of consulting. March 2003 column: "A short answer for a long question. There are three books you must read if you are considering consulting as a profession. Flawless Consulting by Peter Block clearly explains the technical steps in consulting. The Consultant's Calling by Geoffrey Bellman provides you with the human side of consulting. And my book, The Business of Consulting, spells out the business aspects of the profession. Read all three to give you a well-rounded perspective. All of your questions will be answered."

Next, I recommend that you put together a business plan. If you drop me a note to ebb associates, Box 8249, Norfolk, VA 23503 and ask for a copy of The Consultant's Quick Start Guide, I will send you a recent book that will help you work through all the issues to get you started in the business. Besides writing a business plan, the book helps you assess your consulting aptitude, identify the changes you will need to make, determine what to charge, figure out a business structure, gain consulting experience before leaving your job, set up your office, identify your client base, create a marketing plan, and much more.

And last, if you are still interested after doing this homework, I suggest that you talk to your employer to determine whether they would be willing to hire you as a consultant to help you transition more easily.

Question

I have been in the training and consulting field for ten years and would like to build business in Europe and Asia. Can you provide me with direction about how to get started?

Editor's Note: From time to time this column will ask experts to respond to your questions. Kim Barnes has experience with training and consulting in other countries. Here is Kim's answer.

Answer

One of the best ways to begin is to attend international conferences. ASTD International Conference & Exposition, IFTDO, IODA, and other organizations hold conferences on topics of interest to internal and external training and development professionals. It's a great way to meet people, learn about other cultures and how they provide these services and to see what is on offer. If you think you have something that would be new and different, apply to give a session at an upcoming conference. In the meantime, develop the relationships you begin at the conference and see if anyone is seeking an American partner to distribute his or her material. This may grow into a two-way partnership if you have something unique that would be of interest to their clients; you might consider partnering with a local firm to do an "open programme" of your own design.

Another approach is to let your US - based global customers know that you are interested in working abroad. Offer to deliver a program you are delivering for them here in another region. This would most likely mean that you would go to an English-speaking country or work at the level of the company where everyone is required to speak good business English. Offer to pay for your own travel so that it would not cost the company extra to use you rather than a local trainer. Develop a relationship with the local training and development manager and stay in touch so that you will be aware of other opportunities.

There are also certain international NGOs (non-governmental organizations) that provide training in developing countries; the pay is minimal, but the experience can be extremely valuable.

Some cautions: there is nothing that we do in the US that is particularly unique or better than what is offered in many global locations by their own neighbors, who also have the advantage of understanding the culture. Unless you are a well-known "guru" you are probably best off working in partnership with a local training and development firm or with your own client organizations located elsewhere in the world. Read all you can about the culture before you go, talk to people who have lived and worked there. Plan your trip so that you will have time in advance to meet with a local "coach" who can give you some guidance on the culture as well as specific organizational issues. Ideally, that same person should sit in on your session and provide feedback to you at breaks.

If you want to work internationally, the most important thing of all is to think of yourself as being a learner more than a teacher. You will be of the greatest value to your clients if you are a student of each culture that you visit and remember that no matter how competent you may be in your own field, you are a beginner at the art of working, living, and learning in that new place. The rewards of being "at home" in the world are great; it all starts with being a learner and developing relationships that will make you a welcome visitor wherever you go.

B. Kim Barnes, CEO
Barnes & Conti Associates, Inc.
http://www.barnesconti.com/

Question

My business is a single proprietorship. Can this work with only two people: the managing director and secretary? The consultants will be on a per project basis depending upon the needs of the clients.

Answer

This is the model I’ve used since 1994. It works very well. As your work increases, you can add additional consultants. At the end of the projects you will release your contractors; and at the end of the year be sure to send everyone 1099s. Here’s the biggest drawback: you can not always depend on the right contractors being available when you need them. The consultants will most likely have other projects that may take precedence over yours. The solution is twofold: plan ahead—way ahead, and have several talented consultants available to you. Even with this drawback, I think it is one of the best if you desire to keep your business small.

Note: Elaine Biech, president and managing principal of ebb associates responds to the questions submitted. She has been in the consulting field for more than a quarter of a century. Known as the trainer's trainer, Elaine has been featured in The Wall Street Journal, Harvard Management Update, and Fortune Magazine. She has worked with business, government and non-profit organizations. Occasionally, Elaine will invite colleagues to respond to questions.