Tag Archives: objectives

Marketing , , , , , , , , Leave a comment

The Value of Networking

by

Relationships are the beating heart of humanity and a factor that, for better or worse, impact your fortunes in life. In the professional sector, the process of networking presents opportunities to meet business colleagues with whom you might cultivate (mutually) productive relationships. Your willingness to meet and greet colleagues you encounter in various settings can open the door to relationships that bring tangible benefits to your business or career. Wherever conversations and handshakes can take place, even the sidewalk in front of the Apple store where a crowd of hopefuls waits to buy the next cool device, can be a networking opportunity.

Whether by intention or by chance, you never know how or when you’ll meet someone who will bring a positive impact to your life or business. Networking, wherever it occurs, is a low-risk gamble that can deliver a sizeable pay-off—information or insights that sharpen your business acumen, an introduction to a prospective client—or maybe finding a great tennis partner. Whatever happens during your adventures in networking, the benefits you receive will be better if you prepare in advance for the experience.

Develop objectives

As noted, networking has the potential to have a powerful influence on your business and for this reason, a well-planned marketing strategy will not overlook this resource. Smart Freelancers take networking seriously; you get the ball rolling by first strategically evaluating the potential value of the networking events you might attend. In other words, it’s important to understand why you think it’s a good idea to attend certain events? “To network” is an incomplete answer. What do you want to happen?

Well—maybe you recognize the name of the speaker and you like the topic? You could pick up some useful information and hope to reconnect with an acquaintance or two whom you haven’t seen since the pandemic. You’ll be off to a good start with those two objectives. Now, consider if there is some information or insights your colleagues, if they show up, might share with you? Could it be that you’re thinking of offering a new service, or you’ve been investigating the potential of a niche market and one of your buddies could give you some feedback? Or maybe the program speaker can address your questions with you privately, after the talk? Now you’re on your way!

Networking requires a certain amount of time and money and you owe it to yourself to create a rational business case for your networking “why” by developing objectives that can be tied to tangible business outcomes or support one or more objectives. Networking needs an agenda, like touching base with a colleague or two because your recollection of their experience and relationships makes you suspect that either or both could give you some actionable input.

Be sure to check out the RSVP list, which the event organizer may have posted on the website, and confirm that your buddies—or someone else you’d like to meet—plans to attend. Whether or not you see familiar names on the guest list, there are basic questions that can serve as your networking agenda and almost guarantee a successful outcome, however modest. 1.) Meet a client. 2.) Get a referral. 3.) Get information. More potential agenda items are listed below.

  • Customer acquisition: Are you looking for new clients? Learn how clearly and concisely describe the profile of your ideal customer to colleagues you meet and connect with.
  • Strategic collaborations: Do you need a business partner or investor? Or maybe you’d like to find a Freelance videographer to join you on a project every now and again?
  • Investor: If your company is thriving and scaling in the form of growth or expansion is on your mind, you may be on the lookout for a knowledgeable and trustworthy investor who is willing to help you fund the plans for your enterprise.
  • Research & feedback: Is there a new product or service you’d like to test the waters with? Obtaining direct, first-person feedback from potential customers or industry peers provides useful, actionable, insights.

Attend the right networking events

Not all B2B networking events will be appropriate for your industry or business objectives. The “best” events depend entirely on what you’d like to make happen. You wouldn’t wear a tuxedo to a casual coffee meetup and similarly, you shouldn’t attend an emerging technology summit when you’d like to meet HVAC (heating, ventilation, air conditioning) specialists.

When investigating your networking possibilities, consider the event’s audience and how connecting with those who attend will be beneficial for you and therefore worth the time and money you’ll invest. Start with your objectives, then match them to the right event and develop a reasonable agenda that puts you on a path to a worthwhile networking outcome. Don’t forget to check the Small Business Expo’s Event Calendar for upcoming networking opportunities designed for for small business owners in your area.

Pre-meeting prep

Once you’ve chosen your event, devise your onsite strategy, from the initial meeting with colleagues to conversations that can segue into “What brings you here and what do you do?” questions to graciously inviting follow-up, if a post-event conversation appears to be mutually agreeable. If one or more colleagues are on the RSVP list, consider how your target contacts might be able to share info, give feedback, make a referral, or make an introduction on your behalf. You can rehearse how you might adroitly make the ask.

  • Research attendees: Most nationally known professional associations, industry expos and skills-building conferences post attendee lists on the program website; meeting organizers recognize the selling power of knowing who is on the RSVP list.
  • Upgrade elevator pitch: Meeting colleagues while networking is similar to an interview with a prospective client. In both instances, you must concisely and powerfully articulate your value proposition; as you describe your solution will help your a prospect to resolve a pain point or achieve an important goal. Distill your pitch until you can effectively deliver it in 20-30 seconds.
  • Note-taking app: Immediately after a conversation with a colleague, make it fast and easy to document key details of the conversation and future actions. A note-taking app will allow you to efficiently capture and organize your thoughts expressed as notes, drawings, images, or URL links and store it in the cloud for you to access on your devices. Expedite personalized follow-up by recording names, company, industry or expertise, discussion topic and agreed-upon future actions. Adding details (e.g., “mentioned s/he swims regularly”) will enable you to personalize follow-up communication and enhance the quality of your CRM data.

Positive first impression

The goal while meeting and greeting colleagues and facilitating potential relationship-building opportunities that might lead to a business collaboration or partnership of some kind is authenticity, so be your personal best self. Extend your hand and greet others with friendly eye contact, a warm smile and a firm handshake. On the no-fly list are: Card spamming—avoid the promiscuous distribution of your business cards, which is very annoying. Instead, exchange cards after a meaningful conversation. Monologues—networking and all conversations are a two-way street. Ask questions and listen more than you talk to obtain useful info and insights. Hard sell—no one wants to be sold to immediately. Focus instead on building rapport and understanding needs first, so you’ll learn where, how, or if your solution can address the contact’s goal or pain point. See below for behaviors that will enhance and optimize your networking fortunes.

  • Active listening: This is your superpower. Ask thoughtful questions and truly listen to the answers. People remember how you make them feel, not just what you say. This helps you gather “insights” into their needs.
  • The “Give before you get” principle: Offer value upfront. Can you share a relevant industry insight? Make an introduction? Recommend a helpful resource? These actions build trust and reciprocity and promote strong relationships.
  • Quality over quantity: Focus on having a few meaningful conversations that may lead to business opportunities or actionable insights, rather than dozens of superficial gab fests.
  • Open body language: Smile, maintain eye contact and avoid crossed arms. Approachability is paramount.
  • Graceful exits: When a conversation reaches a natural end, have a polite way to disengage. “It was a pleasure speaking with you, I see someone I need to catch before s/he leaves,” or “I’d love to follow-up on this topic later. Enjoy the rest of the event!”

After the handshake: nurturing business relationships

The business cards handed to you won’t bring a client or generate revenue on their own. The post-event phase is critical for moving new contacts from casual acquaintances to valuable allies who may be willing and able to directly impact your client list and annual revenue.

Nurturing your valuable relationships, whether new or long-standing, is a continuous process. Step up and offer info, insights, an introduction, or other help you can give to those with whom you are already acquainted, from an event speaker to others whom you meet during your networking adventure. You may be able to help in the moment but if necessary, consider inviting follow-up that will carry relationship-building into the future. When you hand your card to someone, make it clear that your style of networking is a two-way street.

  • CRM for contact management: Do not neglect to add new contacts to your database, with detailed notes that memorialize in your customer relations management tool the conversations you were so lucky to have. Now you’ll be able to smoothly pick up the thread when conversations continue. Schedule reminders to invite follow-up.
  • Social media engagement: Don’t just connect on LinkedIn; engage with their content. Comment thoughtfully on their posts, share relevant articles and diplomatically keep yourself at top-of-mind.
  • Share valuable content: If you discover an article, report, or event that you suspect would interest a contact, share it with them. Be selective with what you share as you position yourself as a helpful resource.
  • Make strategic introductions: If you know two people who could benefit from connecting, offer to introduce them. A good introduction is a powerful way to add value to your network.

The 48-hour follow-up formula

The real work begins after the networking event. The clock starts ticking as you leave the room.. The business cards handed to you won’t bring any clients nor will they generate any revenue until you get busy and keep the momentum going. The post-event phase is critical for moving contacts from casual acquaintances to valuable allies who may be positioned to directly impact your client list and annual revenue. Speed and a welcoming, personalized follow-up approach are your action items.

Your post-networking activity is to continue the conversation; furthermore, you must avoid stumbling into a sales pitch and also kill any signs of desperation. Your follow-up contact will be most effective when your tone is friendly and relaxed, but also purposeful—you have an objective and moving things forward is imperative. If it is you who will help a colleague further his/her objective, follow-through with whatever you committed to in a timely fashion. You can reach out by telephone, but a videoconference will be more effective and, if geography and schedules allow, a face2face meeting is better still.

  1. Personalized message: You’ll demonstrate your appreciation and authenticity to those colleagues you’ve agreed to follow-up with when you reference specific details from the conversation. A good way to personalize your outreach is to say something along the lines of “It was great discussing (the topic) with you at (event name) yesterday. Your insights on (the worthwhile wisdom) were particularly interesting.”
  2. Provide immediate value: If you referenced an article that your new contact found interesting, attach it to your follow-up message. If you made a strategic introduction on behalf of your new contact, mention that you were delighted to connect the two of them. If you gave feedback on an initiative or some other business question that your contact has been exploring, reference the interaction and invite him/her to reach out if there is another question or clarification that would be helpful. Providing value reinforces “give before you get” relationship-building behavior that builds trust and increases the likelihood that your favor will be appreciated and returned.
  3. Propose next steps: So you have an objective or two in mind and an action plan is needed to move things forward? In your message, suggest an in-person coffee meeting if geography allows or a follow-up videoconference call. “I’d love to continue our conversation about (proposed follow-up topic). Would you be open to a 30-minute face2face or video call next week?”
  4. Multi-channel outreach: Your first outreach method should be either email or text, whichever seems most appropriate for your new colleague. Next, since it usually doesn’t seem too pushy to invite new contacts to connect on LinkedIn send a request. Keep personalization going by composing a short invitation note that references where you met, as opposed to merely clicking on the prefab LinkedIn invite. Moreover, if your new colleague posts interesting content on the platform become a follower and, when you have something relevant to add, respond with a comment and not just a like, to demonstrate that you’re paying attention and understand the new contact’s value as well.

Thanks for reading,

Kim

Image: © NurnbergMesse Group

.

Professional Development , , , Leave a comment

Vive la Difference: Coaches and Consultants

by

Freelance professionals are external consultants who bring agile talent to mission-critical special projects at thousands of for-profit and not-for-profit organizations throughout the world.  Freelance consultants play an increasing role in many organizations, providing vital ad hoc staffing as full-time work forces contract.  We are highly effective,  reliable and adaptable.  We work alone, usually from a home office, and that keeps our operating expenses low and our billable rates affordable.

We are disciplined self-starters who treasure our independence, but there is a downside. Every once in a while, it would be helpful to have team members in the office with us.  We have no one readily available to duck out and have a quick cup of coffee with, no one to help parse a tricky question or lend a sympathetic ear when we hit a rough patch.  We most likely have a support system of colleagues and friends,  but they are not on site and may not have the wherewithal to help us address some of our most important questions.

As a result, many Freelancers consult with a professional to help sort through the array of challenges and decisions that we all eventually face.  Working with the right coach or consultant can bring many benefits to one’s business or personal life.  You may feel the need to receive some expert guidance, but wonder which type of specialist you should hire?

Follow the wisdom of the late management guru Peter Drucker and ask (yourself) questions that will reveal the right answer. Before you call in a specialist, clarify your desires or dilemmas, at least superficially.

For example, you may have a time management problem that results in a work overload that undermines your ability to have a social life.  Your task is to determine its source.  Might you need to hire a bookkeeper to compile the monthly financials, or an administrative assistant to do your billing, or some other professional to take certain tasks off your plate? To resolve business matters,  a business consultant is the go-to person.

If your time management problem results from your inability to set boundaries and understand that you cannot say yes to everyone, which then results in a work overload that undermines your ability to have a social life, then it will be useful to see a business coach to help you to identify priorities and establish boundaries.

Let’s take a look at the focus of each specialty. A business coach will:

  • Help you to enhance competencies you already have and help to bring out the best in you.
  • Help you to identify your passions, acknowledge what motivates you and then brainstorm with you to discover avenues for their expression.
  • Acknowledge and remedy a fear of success, fear of failure, or self-sabotage that you may fall victim to.
  • Provide encouragement and accountability to ensure follow-through of the action plan that the two of you develop.

OUTCOME: An action plan that addresses business and personal development goals and strategies.

A business consultant will:

  • Work with you to assess business strengths and weaknesses and evaluate its preparedness to take advantage of opportunities and overcome obstacles.
  • Improve the viability of the business and position it for growth, scalability and sustainability.  Operational efficiencies, strategy development, the business model, customer acquisition and retention, packaging of services, strategic partnership possibilities, the marketing message, niche market development, pricing, technology needs, staffing and customer service protocols are among the areas that will be examined and evaluated.
  • Work  with you to set reasonable short and long-term goals and objectives for the business, devise strategies and create action plans and time tables to ensure that strategies are implemented.  Follow-up and further consulting services to support and enable your plans can be arranged.

OUTCOME: SMART goals for your business and a way to make them happen.

So which do you need? A coach is like a partner and a consultant is like an adviser. If working on aspects of your personal life, that is if behaviors are the issue, then a business coach may be the better choice, at least initially.  But if you would like to grow and optimize your business , then a business consultant is the way to get the best results.

Thanks for reading,

Kim

 

 

Business Strategy , , , Leave a comment

Step It Up: Taking Your Business Venture To the Next Level

by

You might be doing fine and dandy with your business revenues and profits, or you might feel the need to generate more of both. Regardless of your particular circumstances, it is a well-known business axiom that like a shark, organizations (for-profit or not-for-profit) must continually move forward. Growth = Survival.

Growth in any aspect of life requires well-considered and attainable goals, objectives, strategies and an action plan. Be mindful that what you set out to do, while perhaps far-reaching, has the best chance of success if things are kept quite simple and not complex at all. Here are some strategies that may help you to achieve your goals, whatever they are.

Save time

Productivity is a key component of success in life and business. Whether you prefer to view productivity as working hard or working smart (I say a bit of both!), nothing happens unless what must be done is actually done.  Plans must be conceived, discussed and implemented and then measured for efficacy and impact.

Assess your technological capabilities and make sure that you are using devices and protocols that are time-saving.  Examine also the way you deliver your products and services. Operational efficiencies save time and money and allow you to direct your creative energies toward  money-generating activities, such as performing market research and competitive analyses, or just plain old resting and refreshing your energy stores.

Making it possible to bring in as many customers as possible as your organization quickly and inexpensively provides their products and services is the ultimate goal of productivity. How can you do what you do faster and Continue reading →

Business Strategy , , , , , Leave a comment

Achieve Business Objectives With Facilitated Strategy Meetings

by

Attracting and retaining customers and ensuring that an organization remains competitive in the marketplace are the primary responsibilities of for-profit and not-for-profit organization leaders.  Organizations run on revenue,  regardless of tax classification.  Every three to five years,  savvy leaders review their organization’s current state and the environment in which it operates,  the organizations’ customers,  the delivery of products and services,  the competitive landscape,  obstacles and threats to success and apparent opportunities and use that information to identify and prioritize goals that will set the organization on a path to a sustainable future.

It is imperative to create the conditions for a successful strategy planning or process improvement retreat/meeting.  The world has changed and there is no time to waste on possibly unproductive  “brainstorming sessions”  that may have sufficed in the past.  More than likely,  the results of the planning retreat are vital to the organization and it would be unwise to allow the winds of fortune or internal politics to control outcomes.

Engaging a professional meeting facilitator to guide your strategy planning or process improvement retreat will guarantee that participants will identify goals and objectives that are SMART  (specific,  measurable,  attainable,  relevant and timely)  and earn the support of mid-level managers and other key staff.   A facilitator allows all stakeholders to fully participate in the meeting,  rather than confining a key decision-maker to the role of meeting overseer and time-keeper.

The facilitator creates a positive meeting environment for the participants and lays the groundwork for teamwork and productivity.  He/she  keeps participants focused on the topic and momentum flowing.  Should a strong personality attempt to high-jack the agenda,  or if  the meeting somehow drifts off topic,  the facilitator employs techniques to re-establish focus without offending or squelching participant engagement and creativity.

A skilled facilitator knows how to bring forth the wisdom in the room.   He/she knows that most leaders already have the answers to the challenges their organization faces because they are its leaders.  They only need the right flow of energy to bring wisdom and good ideas to the surface.  If the group gets stuck,  the facilitator will help participants to consider the questions that should be asked,  which is another way to access the right answers.

One competency at which your meeting facilitator will be particularly adept is building consensus around a common vision and  priorities,  even if interpretations of these matters are divergent.  Helping opposing camps to listen to the reasoning behind the concerns and choices of the other side can lead to the discovery of a  “third way”,  alternatives that incorporate the key strengths of each viewpoint,  address what is important to each camp and allow the group to coalesce around this new hybrid approach.

Identifying long- and short-term goals that when implemented will grow market share;  overcoming business challenges;  improving service delivery and other process systems;  creating or more effectively utilizing competitive advantages;  and improving  bottom line profitability over the approaching 3 – 5 years is how organization leaders fulfill their responsibilities and behave like good stewards.  Contracting with a professional meeting and strategy planning facilitator ensures that leaders will meet these obligations and dispatch them appropriately.

Thanks for reading,

Kim

Survival Strategies , , , Leave a comment

The ABCs of Time Management

by

Setting priorities and establishing boundaries are the heart of time management.  These behaviors are closely linked to productivity and the achievement of important goals and objectives.  There are inevitably instances when conflicting responsibilities and demands threaten to overwhelm us.  Deadlines loom.  Manipulative people scheme to insinuate themselves into our lives because they enjoy the attention and control.

Procrastination ushers in avoidance behavior that sabotages the fulfillment of obligations and may prevent us from reaching our full potential.  We may disappoint those who deserve our support.  The cold fact is that certain responsibilities and people are more important than others and we must be mindful of that reality when allocating the most precious resource we possess,  next to our health.

Julian Birkinshaw,   Professor of Strategy and Entrepreneurship at the London Business School and Jordan Cohen,   Productivity Specialist at the global firm PA Consulting Group,  have  spent the past three years studying how knowledge workers can become more productive.  The two found that knowledge workers spend 41%  of their time on discretionary activities that don’t necessarily bring much value.   To make the most our time,  it is not enough to merely draw up a to-do list and throw oneself into as many items as hours and energy allow.   It is necessary to give some thought to the implications and potential impact of what must be done,  as well as the consequences of failing to do it.

In his 1973 time management classic How to Get Control of your Time and Your Life,  Alan Lakein recommended that we evaluate each task by establishing SMART — specific, measurable, achievable,  realistic and timely- — goals when deciding where to devote our time and what to do first.

SMART goals are used to rank and label what we must do as an A,  B,  or C task.   A-level tasks /goals are the most important.  Lakein says A-level tasks are where one devotes 80%  of available time.   The remaining 20%  of available time will be divided between the B-level and C-level tasks,  with C-level tasks receiving the smallest percentage of time.

To achieve important goals and objectives and in general accomplish whatever it is you intend to do,  make a to-do list and start with A-level tasks.  Lakein emphasizes that in order to get beyond mere efficiency,  in which a laundry list of essentially unimportant tasks are completed,  and on to productivity,   we must understand and do what is most important.   He urges us to work smarter,  by doing what brings value-added and not harder,  by frittering our time on busy-work that could either be ignored or out-sourced.

Birkinshaw and Cohen suggest that we sort the C-level tasks into three groups:  quick kills,  meaning it’s possible to discontinue these tasks with little or no negative consequences;  off-loads,  meaning what can be delegated or out-sourced;   and long-term redesign,  meaning projects that need to be restructured or re-thought before they can be assessed for value-added potential.   The idea is to make more time available for A-level tasks or leisure activities that allow us to re-charge our energy stores,  relax and enjoy ourselves.   Work – life balance is an important component of quality of life,  preventing burn-out and enabling us to operate at our productive and creative peak.

Thanks for reading,

Kim

Business Strategy , , , Leave a comment

You Are the President

by

Today is Election Day in the US and an 18 month long  (or thereabouts)  presidential campaign will finally draw to a close.  I take voting seriously and view it as both a right and a responsibility.  It is only in the past 50 years or so that true voting rights were extended to the general population.  For 150 years,  only land-owning males of Euro-American descent who were literate in English were eligible to vote.   As a result,  the vast majority of citizens have been unable to vote for most of our history.  Vestiges of restrictive voting laws linger today, unfortunately.  For example,  why isn’t Election Day a paid holiday for all workers,  full-time,  part-time and contract? 

In our last episode,  I left you with a cliff-hanger and promised to take a look at what is most likely the most important part of your Personal Presidential Campaign.  Dear readers,  that would be relationships.  Pay particular attention to whom you know and who knows you.  Business is political and politics is all about relationships.  Identify and affiliate with organizations that will bring you into contact with people you need to know.  That could mean the chamber of commerce,  house of worship,  nonprofit organization board,  or a fitness center.   Figure out where the right people congregate and then evaluate where you will have the best chance of access and acceptance.

Something else you can do: search your VIP’s name and you might discover that he/she will speak at a local conference.  Be there if it’s open to the public and within your budget.  If you’re able to attend,  take notes on the presentation so that you can ask a good question during Q & A.  Your intelligent question will pave the way for a post-talk conversation that will set the stage for relationship-building.

Along the way,  you must also get a handle on what you can offer the VIPs you want to bring into your camp.  Objectively evaluate what it is about you that higher-ups will appreciate.  Maybe you have a skill that nonprofit boards covet  (beside check-writing ability):

  • Are you a silver-tongued salesperson,  who might therefore be an adept fundraiser for the VIP’s favorite charity?
  • Do you possess the  excellent organizational skills that would make you a key player on an event committee?
  • Can you build a website or put together an e-newsletter?

Or maybe you know an influential person or two and you can connect your VIP to someone he/she would like to know?  Whatever it is that you can do,  discern your value-added and work it,  even if it’s helping out with crossword puzzles.

Social media can also play a role in your relationship-building strategy.  If your VIP has a Twitter feed,  definitely sign up to follow and eventually join the tweets and re-tweets.   If LinkedIn is your thing,  resist the temptation to right away ask your VIP to join your network.  Be more subtle and try to find out if you have any connections or groups in common.   If so,  tap your common connections to obtain some useful background info.   Follow group discussions to see if your VIP participates.  If you can intelligently add to discussions in the common groups then do so,  as your VIP could be following and it could be an opportunity to look good.  You can do the same in the general Answer forum.

In closing,  please know that I do not advise you to coldly manipulate those people whom you feel will be useful to your ambitions.  To the contrary.  Relationships must be a two-way street and win-win is the goal.  Take the time to build authentic relationships and provide value to others as you campaign to be the President of your professional life.

Thanks for reading. Cast your vote.

Kim

Business Strategy , , , Leave a comment

Campaign for President

by

I am rather a political junkie and pride myself on keeping up with important local,  national and sometimes international elections.  On Tuesday November 6,  those of us in the US will cast our votes for President in the culmination of a contentious and mind-bogglingly expensive race for the White House.  There are also a few important Senate races to resolve as well.

Dorie Clark  (no relation),  corporate strategy consultant and adviser to the gubernatorial campaign of MA Governor Deval Patrick and the presidential campaign of Howard Dean,  says that business owners and executives should pluck a few lessons from electoral politics to better position themselves for business and career success.

Clark urges those of us in leadership positions  (and every Freelancer is a leader)  to  observe and follow the behavior of the best politicians,  from Lyndon Johnson to Ronald Reagan: set clear and reasonable goals;  identify and cultivate supporters;  build and exercise influence;  and execute relentlessly to achieve your ambitions.  You may not be running for public office,  but it’s a smart idea nonetheless to manage your career as if you were campaigning for president.

First,  choose a professional goal.  If you find it advisable to alter your goal down the road,  that’s OK;  you just need to propel yourself forward and start your campaign.  Those in business most likely want  to earn more money and that may mean acquiring more clients who dole out lucrative contracts.   So maybe your prime objective will be to sign three Fortune 100 clients,  to support the goal of accessing higher paying and more prestigious projects that enhance your brand and your bottom line.

However,  you may eventually decide that your organization is not ready to pursue Fortune 100 clients.  Instead,  you shift your sights to Fortune 1000 clients,  because that is more realistic for you.  The point is,  you’ll position yourself to sign clients who can offer bigger budget projects and maintain your goal of enhancing both your reputation and your revenues.

Next,  set important milestones for your campaign.  A presidential candidate is advised to win the Iowa caucus and New Hampshire primary because performance there impacts future campaign success.  Candidates who succeed in those races vastly improve their chance of reaching the White House.  What interim projects can you pursue and win,  projects that when on your CV will persuade bigger clients to  trust your expertise and feel comfortable enough to hire you?

While you work on getting yourself into some stepping stone projects,  take a look at your skill set,  your personal and professional network and your marketing materials.  Identify and resolve any gaps and need for upgrades.  Observe those who have arrived at the place you want to be and check out their skills,  education level,  marketing materials,  relationships,  professional organizations,  etc.  Fill in as many missing elements as possible.

Make an action plan and hold yourself accountable by attaching dates.  Maybe you should become a better public speaker or obtain a certain professional credential? Maybe there are books, blogs or magazines you should read to stay current in your business (or that of your target clients)?  Find out when and where the course will be offered and its cost.  Enter registration dates into your calendar.  Budget the money.  Visit the library or book store.

Next week,  we’ll take a look at what may be the most important component of your presidential campaign.

Thanks for reading,

Kim