Positive Vs Negative
The Power of Positive Thinking
Regardless of what anyone has to say, if you remain positive about every aspect of incoming data into your brain, you will succeed fast. You are manipulating your mind to work on its own to a certain degree. You program the subconscious with all positive messages from the conscious and it tricks behavior patterns which lead to success.
Integrity, Honesty, Loyalty & Perseverance
Integrity is the essence of everything successful. Honesty is the root of all wisdom. Loyalty is giving your word and sticking by it. Perseverance is to persist in anything undertaken; maintain a purpose in spite of difficulty; and to continue steadfastly. Treat others as you want to be treated and don't give up on your goals... ever.
A small business coach helps clients to create success by focusing on personal development: time management, self-sabotaging behavior (like procrastination and distraction), finding clarity, decision making, and getting into action. When you put on your coaching hat, you don't give advice. Instead, you help the client find the answers from within themselves.
You need both consulting skills and coaching skills in order to be effective and provide real value to your client.
Work With Experts
A small business consultant works with clients on strategy, planning & problem solving, and helps clients develop business skills and knowledge. These topics range from designing a business model or marketing plan, to determining which marketing techniques to use & how to use them. You'll often help clients learn how to plan & implement projects. A small business consultant gives advice, teaches skills & brainstorms with the client to produce practical results & enhance strategic thinking.
Achieve Your Goals
Start with your own skill-building. You cannot be an effective consultant if you don't bring value to the small business owner. Be relentless in your ongoing skill building. You become more in-demand and can charge higher fees based on your knowledge and expertise
Check your experience level. It's rare that a small business owner will entrust their business to a small business consultant who has never owned a business before, or to a consultant who doesn't have a high level of expertise in a specific topic area. An expert is defined as having 10,000 hours of experience with the topic they claim as their expertise. If you use a traditional 40-hour workweek as your ruler, that means you need at least 5 years' full time experience with your small business topic in order to call yourself an expert.
Determine your Big Why. Before you get down to the nitty-gritty of designing your business and getting clients, figure out why you want to be a small business consultant and help this specific target audience. What is your motivation? Knowing this will keep you going when you hit the inevitable speed bumps along the way to buiding your business and serving your clients.
Determine what "success" looks like for you personally. Keep your eye on the target. The definition of success differs from person to person. Take some time to visualize all the ways that a successful consulting practice will manifest in your personal and professional life.
Write a business plan. Go through all the same steps you would go through with a client, and work on your own business model design. Things to consider: what legal format you'll use, what are your mission and vision statements, what are your offerings, your pricing and profit models. Include the resources you will need to succeed, like money, time, skills/knowledge, equipment, and people resources. Set goals and milestones for the next 1, 3 & 5 years.
Write a marketing plan. There are many small business consultants out there. How will you be remarkable & stand out from the crowd? How will you connect with your audience and build rapport and trust? Will you use traditional marketing techniques only, or combine traditional and internet marketing? Which of the 100+ available techniques will bring the best results? How much will you invest in marketing (in both time and money)? What are the goals of your marketing?
Learn coaching skills. You will be working with human beings who have their own set of strengths and weaknesses. Learn deep listening skills and how to ask meaningful questions to get clarity and provide focus. Learn how to hold clients accountable for implementing their action plans, and how to deal with difficult client situations.
Choose a focus or niche. Determine if your specialty requires you to have a license or certification (financial and tax advisors, legal advisors, insurance advisors). Will you focus on a small topic area, like email marketing strategies, or will you be an expert who can help clients with a wide range of challenges and projects? Will you work with a particular size business based on number of employees or revenue? Will you work only with local clients, or will your consulting business be national/international?
Decide if you are going to advise them, or do the work for them. Some consultants are more like mentors and advisors, who work with the small business owner to do planning and strategy work. Other small business consultants provide a specific service as a sub-contractor, to augment the client's staff.
Learn the problems that most small business owners have and formulate a strategy to define and solve those problems. Use readily available strategies, tools and assessments to help solve these problems, or create strategies of your own. Consider putting together your own consultant's toolkit.
Deeply understand the seven elements of a business model to help your clients in the areas that are causing the most damage or have the best return on investment if they make a change. (see below for the seven elements)
Systemize your own business so that you have maximum efficiency. Use templates, automation & sales scripts. Prepare early to create these systems to free up your time & attention for more important tasks.
Get help with the administrative and marketing work. Outsource the tasks that you do not want to do, that you are not an expert in, or that take away from your revenue-generating time.
Get your ego out of the way. While your work can and should be meaningful to you, you are not a consultant to pump up your own ego. You are a consultant to serve your clients. You are going to advise them, help them to determine the pros and cons of each course of action, and then allow them to make their own decisions. You cannot stop them from making unwise decisions or from not following through on an implementation plan. Equally, if your client has a big win, it may be partly due to your advice, but much of the praise needs to go to your client for making it happen. Decide in advance what a "successful client engagement" means to you.
Be honest about your own areas of personal development. No one is perfect. Sometimes we procrastinate. Sometimes we get distracted. Sometimes we let anger or fear get the better of us. Sometimes we don't communicate as well as we could. Discover your weaknesses and either learn how to overcome them, or hire staff to help deflect them.
Choose marketing techniques that bring qualified leads to the sales conversation. Track your marketing relentlessly. If your marketing isn't bringing the desired results, revamp it. Do not choose marketing techniques because they are a hot trend if they don't bring in leads or help build your brand recognition.
Learn problem solving, decision making, project management, and time management skills. These four skills will provide the backbone of the assistance you will offer clients and help you run your own business successfully.
Learn from the masters. Why reinvent the wheel? You can discover savvy shortcuts by paying attention to the leading consultants in your industry. In any small business consulting niche there are always several people who have risen to the top of their profession. Study their offerings, their marketing methods, the way they run their businesses, and the way they work with clients. Determine if those methods would serve you and your clients, too.
1. Identify your specific audience.
Targeting a wide audience won’t allow your business to hone in on customers who truly need and want your product or service. Instead, when creating your business model, narrow your audience down to two or three detailed buyer personas. Outline each persona’s demographics, common challenges and the solutions your company will offer. As an example, Home Depot might appeal to everyone or carry a product the average person needs, but the company’s primary target market is homeowners and builders.
2. Establish business processes.
Before your business can go live, you need to have an understanding of the activities required to make your business model work. Determine key business activities by first identifying the core aspect of your business’s offering. Are you responsible for providing a service, shipping a product or offering consulting?
3. Record key business resources.
What does your company need to carry out daily processes, find new customers and reach business goals? Document essential business resources to ensure your business model is adequately prepared to sustain the needs of your business. Common resource examples may include a website, capital, warehouses, intellectual property and customer lists.
4. Develop a strong value proposition.
How will your company stand out among the competition? Do you provide an innovative service, revolutionary product or a new twist on an old favorite? Establishing exactly what your business offers and why it’s better than competitors is the beginning of a strong value proposition. Once you’ve got a few value propositions defined, link each one to a service or product delivery system to determine how you will remain valuable to customers over time.
5. Determine key business partners.
No business can function properly (let alone reach established goals) without key partners that contribute to the business’s ability to serve customers. When creating a business model, select key partners, like suppliers, strategic alliances or advertising partners. Using the previous example of Home Depot, key business partners may be lumber suppliers, parts wholesalers and logistics companies.
6. Create a demand generation strategy.
Unless you’re taking a radical approach to launching your company, you’ll need a strategy that builds interest in your business, generates leads and is designed to close sales. How will customers find you? More importantly, what should they do once they become aware of your brand? Developing a demand generation strategy creates a blueprint of the customer’s journey while documenting the key motivators for taking action.
7. Leave room for innovation.
When launching a company and developing a business model, your business plan is based on many assumptions. After all, until you begin to welcome paying customers, you don’t truly know if your business model will meet their ongoing needs. For this reason, it’s important to leave room for future innovations. Don’t make a critical mistake by thinking your initial plan is a static document. Instead, review it often and implement changes as needed.