Hello everyone! Adam Thackeray here. This first newsletter kickoffs my journey for sharing with you the lessons I have learned over the last 11 years of consulting (and 20+ years of working in tech) through the Amped Community.
I hope you enjoy this first read!
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Consulting on your own is lonely. Sure, you may have micro networks you belong to but in the end, YOU and you alone are responsible for knowing the answers to client questions, delivering results, driving new leads, closing deals, networking, sweeping the floors and somewhere in there finding time to learn and grow. There is no team or company to ask for support, there are no sick days and you are on point for all of it. The days can be VERY LONG and challenging.
This theme is a constant in the world of independent consulting...there is little to lean on unless you build it yourself.
In 2012, I had the itch to solve big problems in education. I left my current role at RIM/BlackBerry and began to build an edtech company while in parallel providing consulting services (~40+ hours/week) to the big banks here in Canada. One paid for the responsibilities of life, the other was the dream.
I never intended to stay long in consulting...it was an in between while I thought I was building the next unicorn (it was definitely not a unicorn - barely even a colt 🙂). Life is full of surprises and eleven years later, I continue to provide independent consulting services. I have learned a lot in those years across industries, roles and working with organizations big and small! It has been quite an interesting rollercoaster and I am grateful for the experiences and wisdom I have gained.
As I noted earlier - it is lonely somedays (not always) when you're a solo consultant. Your team really isn't "your team". There is always a line of separation and some companies are more rigid about it than others. There are definitely many clients I have worked with where they want you embedded into the organization so you feel intricately part of it...and that says alot for their culture...BUT...there is always a separation.
There are challenges yet tremendous benefits to being a generalist. Some consultants are hired for deep expertise in a given subject matter. They start an engagement, do the work in that very specific space and move on. It is a great model for those who love to be deep in a particular subject. I am not this person🙂 . I tend to be more of a generalist who is brought into an organization to solve problems. I frequently begin working with clients for a specific scope of work only to be asked to do many, MANY more things...this happens typically because I would look beyond what's immediately in front of me for systemic issues, expanded fractional leadership gaps, strategic shifts and uncovering unknown problems and opportunities for clients. I guess you could say I bring it on myself! The major advantage is that you get to work on a wide variety of problems and engagements. The downside is that many hiring executives and companies like to put the round peg in the round hole...and when you don't fit - it frankly confuses them and I spend more time explaining the value of and gist of what I do.
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You must be a problem solver - see previous paragragh🙂. The advantage of being an excellent problem solver is that it puts you leaps and bounds past consultants who simply "do the work" with clients.
There is tremendous opportunity missed by consultants who "just do the work" in the contract. I put this into the bucket of situational awareness. Those who look past the immediate work at hand are at a distinct advantage. You build greater rapport, trust and confidence from your clients when you're continuously looking out for their best interests and success. You also tend to get MORE business; which is always a good thing!
Few people have a gameplan when onboarding to a client...7-30-60-90 day plans are critical and often ignored (or unknown). It is important to have a standard list or pattern of activities you do when joining a new company and then adapt it accordingly based on the needs of that client.
You must be able to communicate well. This includes understanding your audience, what formats to use and when, listening intently and more.
Relationships are everything at work. People are what drive businesses and therefore you must get to know people, develop deep and trusted relationships with them and help them solve their problems.
You have to be able to get shit done. There is an inertia I see with many consultants and an inability to translate "the ask" or requirements from clients into execution and results. Some key pieces to help you deliver better - understand the mission, ask questions to bring clarity, write out iterative plans to get to the overall outcome, deliver in chunks, communicate with key people and measure progress. Another major problem is that many strategies (sometimes called plans) are created in shiny presentations that have no real world application or the creator of that strategy hasn't considered how to implement that shiny presentation for the current client.
Biz dev and selling yourself take ALOT of heavy lifting. I still feel I have much to learn in this space. Both are HARD.
You are responsible for your own learning and growth. Nobody owes you anything. Growth happens through your own curiousity, motivations and discipline.
You need to be disciplined with your admin work - accounting, insurance, taxes +++.
Time is your most important asset. Learn to be efficient, prioritize what's important and be judicial where you spend your time. You should have a blend of deep thinking/working, operational efforts and of course everyone's favourite - meetings. Keep in mind you have to plan this across your client base AND your own company.
You need people to lean on - for help, for inspiration, to challenge your own thoughts and overall growth.
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Thanks for reading and I would be grateful for you to subscribe today!
-Adam Thackeray