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Becoming a Leader In Consulting
Getting known for making projects succeed Networking up, across, inward, and outward Honing my brand (famous factor) Mentality shift: from 'contributing' to company 'ownership'
Getting known for making projects succeedOnce I enter a consultancy, people watch to determine what kind of consultant and leader I am (collegial, autocratic, or nose-to-the-grindstone). What matters is how I bring success to my clients, my projects, and my team each and every day. Getting hired was just the first step. Learn more |
Networking up, across, inward, and outwardSucceeding in the world of Consulting requires significant support. It starts with the people on my project: my senior managers, my peers, my clients, and the analysts I work with each day. The market changes so quickly; people are constantly joining the consultancy or they are moving on to their next venture. Learn more |
Honing my brand (famous factor)What makes me unique from other consultants? I can align myself with an industry, a certification, a function, or an area of expertise. I am more recognizable as "A Project Management Professional (PMP) certified consultant with public sector experience" rather than "Jane Doe Consultant #201." Learn more |
Mentality shift: from 'contributing' to company 'ownership'What occurs in the transition from a consultant, to that of a manager, and then on to leadership is a shift in mentality from 'contributing' to the success of the company to 'ownership'. Am I ready to be held accountable for the end-results of a project, for developing new staff, or to build a new service line? Learn more |