About a decade ago, I left a large consulting firm as a partner to go out on my own. I am now looking to build a small firm and wondered if you had some advice on how to attract the best candidates.
You are not the only independent consultant looking to create a small firm, finding that right balance of size and capacity. Unlike a large firm with the size and large client base to create and publicize a reputation, you must rely on your own personal reputation. While this is likely a good draw, here is one idea to polish that draw.
You probably have developed a solid value case of why clients should use your services. You explain the value you bring, based on your technology, experience, insight, etc. What you probably do not have is a parallel set of arguments of why someone should work with or team with you.
What would you say to a person considering joining your firm as a partner or associate to convince them that this was a good choice? Is it your expertise, access to clients, work-life balance, location, technology, client base, type of projects, innovation, or other factor? What unique set of characteristics or potential can you offer that is different from other consulting firms? Is there something in this list that you wish you had but don't? Isn't this something that should be in your firm development plan? Tip:
If you are thinking that you don't need to go through this exercise because you are not planning to grow, think again. You should make a list of the top ten reasons why you (yes, you) should continue to work at your own firm and, by inference, why you shouldn't leave (or fire yourself). If your description sounds like lots of other consulting firms, think about whether clients also see your firm as being like lots of other firms. © 2010 Institute of Management Consultants USA