Download A New Brand of Expertise, How Independent Consultants, Free by Dennis Russell PDF

Download A New Brand of Expertise, How Independent Consultants, Free by Dennis Russell PDF

By Dennis Russell

A brand new model of workmanship uniquely clarifies the dynamics of the red-hot "free agent" place of work and teaches the hot abilities and employment thoughts autonomous execs needs to grasp to be triumphant. In cutting-edge quickly and turbulent markets, businesses frequently want really expert specialist expertise on an intervening time foundation to unravel particular enterprise difficulties, a tremendous development developing large possibilities and an alternate profession tune for plenty of execs. a brand new model of craftsmanship clarifies for self reliant execs why businesses want meantime expertise and the way to increase a ability set that fits marketplace wishes. Readers will examine powerful tools for uniquely advertising and branding themselves as a way to boost a sustainable and profitable loose agent occupation. Explains the booming marketplace for "free agent" specialist talentDetails potent office suggestions for either skilled and new self reliant pros, corresponding to specialists and laid-off managers

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Additional resources for A New Brand of Expertise, How Independent Consultants, Free Agents, and Interim Managers are Transforming the World of Work

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In recent years, M2 has made the acquaintance of a host of such individuals, whose after-hours pursuits included training for marathons, building and funding a women’s shelter, playing in bands, and classic car collection and refurbishing. For each of these people, maintaining a high degree of professional esteem and integrity is essential, and the independent consulting lifestyle enables them to do exactly that while not costing them these critical vehicles of self-expression. Dale Uptegrove, also of Berkeley, California, personifies these tendencies.

Rather than being forced to deal with one leader, I can choose not to deal with any of those that may not be a good fit. I am confident that the future is in my control—not the control of an owner who “owns” me. —Dana Free 26 Chapter 3 Some consultants want control over what they do, a sphere of influence that as a mere mortal in a large enterprise was beyond their reach. At M2, we see this often with the alumni from large consulting firms. Exposed to many types of industries and projects, they may have been able to identify the type of work they most enjoyed, but they may not have had the opportunity to do it again.

The “who” encompasses defining for yourself who you want to have as clients. This may mean avoiding industries that are not appealing, like weapons or tobacco. Alternatively, it may mean appealing to a certain segment. Many consultants with blue chip corporate backgrounds enter consulting to the not-for-profit world because they now want control over whom they serve. Finally, it can be the specifics of whom one works with on a day-to-day basis. Rather than concerning myself with the idiosyncrasies of the leader of one organization, I am challenged to understand and deal with the idiosyncrasies of all leaders and managers.

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