Developing Consulting Skills

We all know that a consulting firm stands or falls according to how well its members perform. Few firms, however, have paid much attention to managing and developing their employees’ performance. Several factors conspire to make this so: other, more appealing activities are given higher priority; consultants are out working with clients; and few firms have the required skills.

The Independent Consultant as “Equilateralist”

Long term, most independent consultants and heads of smaller firms will subsist at best and starve at worst. The tragedy lies in the relative ease with which both these sorry states can be replaced by success. It’s a matter of orientation, and many independent consultants have the wrong one. They do not see themselves as business people.