Try the following exercise. On a piece of paper, list the most compelling reasons a prospect should hire you as a consultant over all other competitors.

If your list contains things like experience, education and training, or an inventory of the services you provide you've probably missed the most powerful answer you can give - what you can do for the prospective client in terms of performance results. Of course, these results will be based on the things you can do well, your experience, your education or training, and your previous accomplishments. These support the primary reason a prospect will hire you - the confidence they have in your ability to deliver the results you have described.

Tip: You will help establish and implement a process that is projected to reduce defects by x%, or you will help design a training program that will increase overall engineer test performance by a minimum of 15% over last year's cumulative results. Examples like these are the true reasons consultants are hired to achieve the client's desired results. Always support your projected results with a clear and confident description of how you intend to achieve them. This is where your proven skills, experience, education, and training come in - to build the client's confidence in your ability to execute your planned approach to achieve the results expected.

Remember - first focus on identifying the prospect's desired results, and then figure out what specifically you will do help them achieve these results. Finally, build your prospect's confidence in your ability to achieve the results by pointing out your previous experiences, skills, education and training, etc. in which you delivered those specific results.

© 2010 Institute of Management Consultants USA

Fourth of five days of very telling jokes about consultants and how to avoid them being told at your expense

All the knowledge in the world is of little use unless you have the ability to translate that into action and results, which is why a client pays you.

Today we provide a "twofer" to make the point.

First joke: A consultant is someone who knows 99 ways to make love but hasn’t had a date in years.

Second joke: A man comes across a little boy with a dog. He says to the boy, "That's a mighty fine dog you have there, son. Does he know any tricks?" The boy replies, "Why, yes sir, he knows over a hundred different tricks." The man smiles and says," Wow, that's amazing. Can I see one?" The boy answers, "Well, not really. He knows lots of tricks but can't actually do any of them."

Takeaway: Knowledge is not the same as skill. Just because you have read books on consulting, worked in an industry or practiced a technical discipline does not mean you are a capable management consulting professional. Skills in diagnosis, evaluation, analysis, planning, project management, communication, facilitation, team building and many other disciplines are integral to effective consulting. The ability to translate competent diagnosis into feasible implementation requires constant study and practice.

See more at (or contribute to) IMC's Consulting Humor blog.

Second of five very telling jokes about consultants and how to avoid them being told at your expense.

It is important to be clear, specific and directive about your advice to clients.

The procurement specified, "Seeking one armed consultant, with technical skills and industry experience."

The consultant called up the prospect to inquire about the engagement. She said, "I understand most of the qualifications you required, but why 'one armed'?"

The client replied, "I have hired too many consultants who tell me one thing and then tell me 'on the other hand . . .".

Takeaway: Be confident in your assessment and primary recommended course of action. There are always options, but you should be experienced enough to understand the implications of each and select the one you will stand behind.

See more at (or contribute to) IMC's Consulting Humor blog.