Many are tempted to jump into a new business for all the wrong reasons. You may be tired of your boss, fed up with the “system,” or have great ideas you can’t implement where you are. Any of these may be legitimate, but are not necessarily reasons for quitting to start your own business, at least not prematurely. Do not use an emotional impulse or reactive urge be the basis for your business. Rather, use the security and reliability of your current position to prepare for your future consulting business.

First of all, this is not an initiation to abuse or take advantage of your present company in any way. Successful consulting, either alone or with a company, requires absolute integrity. This is a time to do your job to the best of your ability, yet start the personal preparations you need to make.

The first stage of preparation is, to use an old term, build your rolodex. It’s time to be making contacts, getting to know people and generally making yourself known as a capable and reliable professional in the marketplace. In the long term successful business careers are based and enhanced by strong professional relationships.

Work on developing the skills necessary to make your own business a success. These include networking, providing superb customer/client service, effective project management, budget & fee management, leadership, problem solving, self-starting, self-motivation, and business development. All of these capabilities can be learned and demonstrated in your present position. If you lack confidence in these areas, bolster your skills before you are on your own. Perfection is not required – just remember the support system you now have in your present company will not be available once you’re on your own.

Market research is needed. You must identify your business niche. A thorough understanding of the marketplace and your place in it are critical. The conventional wisdom is to be highly specialized, so that you can effectively target and reach those individuals and companies who need your services. There is no problem having multiple specialties, but you will be more effective with a highly focused marketing effort. This to will cost less in the long run, and be easier to reach, regardless of geographic considerations. This research, which may involve interviewing key people, can occur while you are still working.

The goal is to become an in-house consultant, which means to be your own business generator and service provider. You are a center of influence, not only in your present company, but in the business community. Once achieved the transition to your own business is a simple step out of your job and into your own business. You will already be known as a go-to professional, capable of performing services and delivering results regardless of your company affiliation.

The Consultants Edge, a free monthly e-letter from Steve Kellogg, founder of http://www.TheConsultantsLife.com a site dedicated to helping individuals be wildly successful in their consulting or freelance business.

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Clients for Life: Evolving from an Expert-for-Hire to an Extraordinary Adviser Clients for Life – Randall B. Smith –
Excellent book from one Author about another. I use it a great deal of this information in the Classroom as well.
Randy Smith
Jagdish Sheth and Andrew Sobel convincingly retrace in Clients for Life the journey that professionals can make to become extraordinary advisers to some of their clients. Their findings are based not only on their personal experience, but perhaps more importantly, on in-depth interviews with leaders of major corporations who have gained significant experience in buying services and seeking advice from professionals.

Sheth and Sobel make a distinction among expert for hire, steady supplier, and extraordinary adviser on the professional services continuum. Some professionals are sought-after advisers instead of being just an expert for hire who offers his expertise on a transactional basis or a steady supplier who despite his repeated engagements has not been admitted to the inner circle of close advisers. Sheth and Sobel call this broad-based, abiding client relationship which generates collaboration and insight a breakthrough relationship.

Sheth and Sobel have isolated seven attributes that great professionals successfully develop and integrate into a powerful whole to come to a breakthrough relationship with a client. At the bottom of the pyramid, there are selfless independence (meeting clients’ needs while preserving integrity) and empathy. Knowledge depth and breadth, synthesis, and judgment represent the thinking process that is expected from an extraordinary adviser. Finally, at the top of the pyramid, there are integrity and conviction that make up the character expected from such an extraordinary adviser. Sheth and Sobel illustrate each attribute with examples that help the practitioner put their recommendations into practice.

Great professionals have to infuse everything they do with a soul of abundance (doing the right thing regardless of monetary outcome), mission, and self-renewal. Sheth and Sobel conclude their examination of breakthrough relationships with the pitfalls and dilemmas in client relationships. Not all clients are open to this type of relationship.
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An Innovative Blueprint for Enduring Client Relationships

More than 15 million people in this country earn their livings by serving clients, and their numbers are growing every day. Unfortunately, far too few develop the skills and strategies needed to rise to the top in a world where clients have almost unlimited access to information and expertise. Supported by more than one hundred case studies and wisdom gleaned from interviews with dozens of leading CEOs and prominent business advisors, Clients for Life identifies what clients really want and lays out the core qualities that distinguish the client advisor — an irreplaceable resource — from the expert for hire — a tradable commodity.