The Rules of a Successful Salesperson

1. Mentally prepare yourself on your way to work. 
2. Hit the phone as soon as you get to work.
3. Be early - With a plan - Put it to action.
4. Build a rapport with your clients, make them your friends. 
5. Create an image for yourself that commands respect.
6. Always remember it is not the “Industry” it’s “You”.
7. Have enthusiasm in your work.
8. There are 3 ways to think about everything.  Negatively - Positively - Neutrally.  You make the choice
9. 6 seconds rule - make a good impression on the first call – (pitch the product - listen - Close or Move on.)
10. If you are not excited about your product your clients won’t be either.  Keep your energy up and stay positive regarding your product.
11. Your goal is a one call close.
12. Physiology - Your body language makes a lot of difference in your being successful on a call.  Stand up.
13. Have your answers ready for any client objections.
14. Make a list of your probable sales that day.  It will motivate you.
15. Practice your Objections and practice closing in your head all the time, even at the end of the day when you walk out the door.
16. Try different techniques.  Listen to different techniques for closing.
17. Rejection is your friend.  Embrace it as an opportunity to learn.
18. Each “no” brings you that much closer to a yes.
19. The sale begins when client says no. 
20. Pick a dollar amount and shut up.  First one who speaks loses.  Silence is good.
21. Mirror your clients.
22. Use email and faxes as a tool.
23. See every problem is an opportunity.
24. There is no such thing as luck.  Luck is merely opportunity exploited.

•    Dress well:

o    Shined Shoes
o    Crisp suit, color dark (ladies – dark colors, heels, nothing low cut. You are not on a date and do not apply makeup at the table)
o    Power tie – bold, bright diagonal to contrast the suit. And learn to tie a Windsor Knot
o    And don’t you dare loosen that tie

•    The Restaurant

o    Be on time
o    Turn off your cell phone

o    Shake hands with all client members, women included. Handclasp must be firm and brief. Do not give anyone a “dead fish” i.e., a soft flabby hand
o    Allow your senior member to lead everyone to the table, unless you were asked to make the reservation
o    Be sure to have a pen and paper on your person

•    Table talk

o    Business will not be discussed first. This is the 'glad you could make it tonight' phase – 'we were looking forward to meeting with you folks in a more relaxed setting', etc., etc.
o    Know the basics of your local sports teams (ladies too I’m afraid)
o    Know as much as possible about the clients company and recent activities
o    Do not flirt with members of the opposite sex under any circumstance
o    Be prepared to talk about your family if necessary
o    Laugh at the clients jokes and do not tell any of your own (it is safer)

•    Ordering

o   Alcohol – only if your senior member has a drink and then only one no matter how much others drink

o   Pass the wine list unless you know what you are doing and have been asked to order for the table.
o    Choose simple selections from the menu. Avoid the ribs, the soup and the lobster bib at all costs. Keep it simple, salad and entree only. You must be able to talk freely.

o    Offer the client members to order first
o    Alcohol – only if your senior member has a drink and then only one no mater how much others drink
o    Be prepared to pick up the check if your senior member asks you to. He or she will approve the expense back in the office and you will be reimbursed.
o    Be courteous to all wait staff

•    Business talk

o    It will come up eventually, probably it will be brief – 15 to 20 minutes
o    This is not the time for excessive detail unless asked. Allow your senior member to lead and support his or her proposals
o    Nothing negative is spoken of in this setting i.e., I am sure we will be able to meet your expectations, etc., etc. Stumbling blocks can be discussed in the office
o    Be prepared to jot down any specific questions the client has that can not be answered at the table and give a time frame when you will have the answer
o    When the business conversation stops, you stop     

•    When the dinner is concluded be prepared to chat out in the street with the client if
      necessary

o    You leave when the client leaves, not before
o    Again the firm handshakes are applied to all clients and the “it was really nice to get together with you tonight” stuff
o    Reconfirm any future meetings or calls that were agreed at the table

Get home and get as much sleep as possible but – you must arrive on time tomorrow no matter what. Good luck, I hope you land the deal!

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“Market segmentation is the process of splitting customers, or potential customers, in a market into different groups, or segments”

The Process of Market Segmentation:

Mainly there are three steps involve in market segmentation.

Identifying Target Markets:

First, it is necessary to define the markets the organization is in, or wishes to be in, and how these divide into segments of customers with similar needs. The choice of markets will be influenced by the corporate objectives as well as the asset base. Information will be collected about the markets, such as the markets' size and growth, with estimates for the future.

Understanding the Value required by Target Market:

Once each market has been defined, it is necessary to understand what value the customers within each of the segments it divides into are looking for. This value is most simply thought of as the benefits gained from the product or service, but it can also encompass the value to the customer of surrounding services such as maintenance or information. This step also encompasses what the customer is prepared to give in exchange, in terms of price and other criteria, such as loyalty. This step of "Understand value required" also includes predicting the value which will be required in the future.

Understanding Competitor Value Positioning:

'Understand competitor value positioning' refers to the process of establishing how well the organization and its competitors currently deliver the value that the customers seek. Again it involves looking into the future to predict how competitors might improve, clearly a factor in planning how the organization is to respond.

From these three processes, the relative attractiveness of the different markets and, within each of them, their different segments can be evaluated. One tool of relevance here is Porter's five forces model (1985), showing the forces which shape industry competition and hence the attractiveness of a given market, or of a given segment. The output will be some form of analysis, and one way of summing up much of the key information is in a portfolio matrix. Such a matrix provides a sensible basis for prioritization amongst the many possible product/ segment combinations which the organization could address.

Levels and Basis of Market Segmentation

The following is a brief review of the "predetermined" approaches frequently used in market segmentation.

Products and services

The problem with segmenting markets according only to the products or services offered, or the technology type, is that in most markets, many different types of customers buy or use the same products or services. For example, if a mail company organizes itself around express packages, or around mail sorting, it is unlikely that the company will ever get to understand fully the real and different needs of, say, universities, banks, advertising companies, direct mail houses, manufacturing companies, retailers and so on. However, by understanding which particular features of the product or service appeal to different customers, along with features associated with all the other aspects of a purchase, such as the channel, we have a route for understanding the motivations behind the choices that are made. This is because it is through these features that customers seek to attain the benefits they are looking for. Once this is understood, the needs- based propositions required for different segments can be developed.

Demographics

Variables such as sex, age, lifestyle and so on, when used to define segments, are by implication claiming, for example, that every 30-35-year-old will respond to the same proposition.

Just reflect for a moment on the students in my years at school; would I expect them all to be wearing the same clothes, taking the same types of holidays, pursuing the same interests and driving the same cars? When someone wakes up on their birthday, do they become a stereotype associated with that age? For administrative convenience i would like the answer to be "yes", but the answer is "no". In business-to-business markets, customers are frequently segmented around business classification lines, which implies that all the companies in a particular sector, such as financial services, have exactly the same requirements and will respond to a single proposition. This approach could well be ignoring one or more of the following:

• Different divisions and departments existing behind the business descriptor may have different applications for the product or service you supply. For example, would the mail company mentioned earlier find that the advertising and promotions department has the same requirements and specifications for mail services as the sales ledger department?
• The requirements of, say, advertising and promotions departments may well be the same regardless of business type;
• Even within a single division of a company, there may well be different applications for the product or service you supply which, in turn, may have different specifications attached to them;
• Segmentation along business classification lines assumes all the companies within the classification employ identical people with identical values. Businesses, of course, don't buy anything; it's their employees we have to sell to!

Although demographics on their own cannot define a segment because they do not define the proposition a segment requires, they have an important role to play in a segmentation project. This background information about customers can be used to identify the particular profiling characteristics associated with the customers found in each segment. In other words, demographics helps identify who is found in each segment which, in turn, will help you determine how to reach them.

Geography

Rather like demographics, segments based on geographic areas, however tightly defined, assume that everyone in a predetermined area can be expected to react to a particular offer in exactly the same way. Even at the postcode level this does not appear to work; simply if we look along our own street. Has everyone got the same furniture, do they buy from the same shops, eat the same food? Once again, however, although geographic areas on their own cannot define the propositions required by segments and, therefore, cannot define segments, they, too, have a useful role to play in a segmentation project. This particular type of background information about customers can be used to identify the most likely locations the customers in each of the segments may be found and, therefore, further help you determine how to reach them. A further consideration with respect to "geography" is its use in international market segmentation.

Channel

Routes to market are becoming more sophisticated and complex, and are also becoming an increasingly important component of many winning customer propositions. Channels in themselves, however, do not define segments as they are simply the means by which customers and companies connect with each other. It is only when you understand the motives behind the channel choices made by customers that the channel component of a needs-based proposition can be developed. However, even if channel does not feature as a key component of a winning proposition, it is, along with demographics and geography, background information about customers that should be tracked during a segmentation project. It could well be that some segments can be associated with particular routes to market; therefore it is the channel(s) they use that provides the means for reaching them with their specific proposition.

Psychographics

Here we have another customer insight that can contribute to a segmentation project but, on its own, cannot define the entirety of a winning customer proposition. However, by identifying internal drivers of customer behavior that can be associated with specific segments, psychographics can help define the most appropriate promotional stance to take. This not only provides the means of catching the attention of target groups in an ever cluttered world of communication, it can also provide the means by which you isolate and reach particular segments.

It never hurt to smile.

When approaching a prospective client, keep a genuine smile on your face. A smile on a face always generate positivity. It also make the client feel at ease and welcome; open to deal with you. A smile always makes a good start.

Present yourself genuinely.

It doesn't hurt if you share a bit of "top view" information about yourself. It may not necessarily be about you, but could also be a general topic or of current life situation, so long as you don't get into a heated debate. This is usually a good way to build a good rapport between you. If it so happen that you have something in common, then better expect the greater possibility in closing that business deal and for future references, too.

Build trust.

It's easier to gain the trust of your client after you've build a good rapport. Trusting someone, and in this case, trusting someone with your hard-earned money is much like taking a big risk. Assuring your client that you'll take care of them and the best of their interests, and doesn't look at them as a sitting or standing dollar, rest assured that you'll surely nail it. Just make sure though, that you're going to really execute it and not just plainly assure them without much of a good execution.

Accommodate well.

Tune in to the needs of your client. Sometimes, they would approach you and talk to you about their situation; not directly mentioning what they really need or want. This is where you come in and suggest genuinely on what products they're going to spend their money for. When I say "suggest genuinely", what I mean is do not offer them things that they don't need. This way, client would appreciate that you're not being greedy, but being a genuine sales agent, who looks after their best interest. I assure you, they'll be coming back for you, and the products you'll be offering. You didn't just nailed your current business deal with them, but also future deals that you'll be making together.

Continue and maintain the relationship.

If you're a good sales agent, you must be aware that your responsibility to your client doesn't end after he/she made her payment. It is still your responsibility to make sure that they're satisfied with their purchases. How? By making contact with them, if necessary, and asking about any problems or any other additional assistance they require regarding the product. This is what we call the support. You might say that it's not part of a sales agent job description and there's usually a special team who handles such, but I assure you that going an extra mile will surely make a very big difference.

Therefore do not be discouraged if you feel you don't have the necessary skills or knowledge to become a good I.T. consultant. The trick is to identify your specific I.T. skills, and find a niche in the market place for your particular brand of consulting.

On the other hand if you are fairly confident about your skills and knowledge and know where you are going, then it can be just a case of using a sound marketing strategy. Either way this Consultancy course will be able to identify the most appropriate paths and routes for you.

Just to give you a "taste" for what consultancy can be about, have you ever seen the series Hell's kitchen on TV with Gordon Ramsey? In Hell's Kitchen Mr Ramsey provides consultancy in the business of serving up good food and running a restaurant. Gordon Ramsey is an expert in his field. He usually lets his clients know (in no uncertain terms) where they are failing and advises them how to turn their business from making a loss, into a resounding profit. He has appeared on TV many times and has written numerous books on the subject.

Although we would not use the "Gordon Ramsey" approach in I.T. (after all, swearing, such as his on his "F" word program would not go down well with I.T. business owners) he does get his message across. The underlying theme of his work is emphasised by one word, (No not the "F" word as he likes to call it!), but "Passion"! To be a consultant you need to be able to provide expertise in your chosen area, and be passionate about it. Consultancy is not for the half hearted!

I also recommend the film "Hitch" with Will Smith. He provides consultancy on dating to prospective clients. However, in the end he has to resort to NOT using his skills on his prospective partner, as in this case it was a clear case of business and pleasure not being able to mix! If you are going to be a good consultant, the underlying theme is generally do not mix business with pleasure, unless you are taking a prospective client out to dinner or for a drink and trying to sell them your services. You should always have your "business" head on in this field.

However, if the thought of working for yourself, choosing your own hours, how much you will get paid, and being you own boss appeals to you then this will all help you in your cause, and it can be fun in it's own right.

This introduction hopes to be able to assist you in answering the following questions:

What are the advantages and disadvantages of I.T. consultancy?

What are your lifestyle and earning goals?

What are the factors that go into freelance work?

How do you gain experience prior to I.T. consultancy?

We can refine this further into the "Who", "What", "Why" and "How" of I.T. consulting.

Who are your prospective clients i.e your target audience?

What skills and knowledge can you offer?

Why do you want to do this?

How do you go about it?

We will aim to answer all these questions during this part of the course.

We will now aim to see what your motivations are, and where you think your I.T. skills can be utilised fully as a consultant. We have a questionnaire and a skills grid. Please answer these as honestly as you can. The questionnaire looks at your motivation for wanting to become an I.T. consultant, and the second identifies key areas, and skills in I.T. which could potentially be used in a consulting career.

By using the questionnaire and skills matrix you can recognise your own motivations and identify key technology areas where you may feel you could benefit from further training, or enhance the skills you currently have..

The I.T. Consultants Challenge Quiz

Here is the consultants challenge questionnaire. Read each question and circle the answer (A,B,C,D or E) that comes closest to your personal feelings. Please be honest in your responses, in order to gain the maximum benefit from the analysis of your responses, which is provided at the end of the quiz.

Q1 Do you enjoy solving I.T. problems?

• A) I don't mind solving I.T. problems during working hours, but when I go home I like to forget it.
• B) I always try to delegate the I.T. problem when I can. Let's just say I am using resources available to me.
• C) Yes, providing I.T. solutions on a technical or business level is all I am about.
• D) Yes, I like solving technical or business I.T. problems, but not both.
• E) I like to think that everything works, so that I don't have to solve anything

Q2 Can you set your goals and do you have a clear vision of where your I.T. consultancy will deliver?

• A) I don't mind solving I.T. problems during working hours, but when I go home I like to forget it.
• B) Mmmm not sure about this. At the moment I do not have clear cut I.T. goals.
• C) Yes I set my own goals, but for one reason or another I don't always follow up on them
• D) My goodness, yes! My I.T. goals are as important to me as those scored by (Manchester Utd, Liverpool, Arsenal, etc etc, whatever your preference!).
• E) I am efficient, and therefore my goals set themselves.

Q3 Are you a self starter, do you find yourself solving I.T. problems in your head, even when you are nodding off to sleep?

• A) I don't see myself as a self starter at the moment, but willing to learn
• B) I am not used to making my own decisions, but I do like the idea of working on my own though
• C) I am an independent self starter, but sometimes I procrastinate and put things off. Once I get started though, I am away!
• D) If I had initial assistance from someone, then this would help me on my way
• E) I don't need any motivation, I love what I do and solving I.T. problems.

Q4 Are you confident about your I.T. knowledge/skills to get the job done?

• A) Not sure at the moment
• B) I consider myself to be an expert in my field
• C) I am confident, yes
• D) Not very confident
• E) With further training and study, I could be

Q5 Do you enjoy pursuing technological challenges to completion, despite the obstacles which will inevitably arise?

• A) I am very persistent
• B) It makes it easier when you have people around you who can assist with this
• C) Usually, but sometimes I avoid tackling technology problems directly
• D) I would settle for a "workaround" or temporary solution if it gets the job done
• E) Is any problem in I.T. truly ever complete?

Q6 I.T. is rife with rapid change, more than any other industry. Can you adapt?

• A) My middle name is change. Just make sure you fill out a change request first, and let's do it properly!
• B) It's easier to adapt to good changes, which are relatively easy to implement, than bad changes which may need to be reversed out
• C) Change happens all the time
• D) As long as it does not change me
• E) It's easier when things don't change

Q7 I.T. Demands a level of logical ability, however, your artistic and creative side does come into play. Where do you you stand on creativity and innovation?

• A) Not always, it is hit and miss
• B. I need to think about that one.
• C. Just give me a pencil and a piece of paper, and you will have your solution in 5 minutes.
• D. I don't see myself as a very creative person.
• E. I don't believe in re-creating the wheel, why not just use what we have already?

Q8 In your I.T. consultancy career, you may have to deal with people at various levels. What are your views on this?

• A) I prefer to work alone, if possible
• B) I prefer to take a project, and be left alone to work on it to completion, as long as people are on hand to communicate with in case I have problems
• C) I.T. consultancy is all about working with people, and that's what makes the job so interesting.
• D) Definitely, but some people more than others, however
• E) I prefer to work with those in authority, because they are the people who usually are leading a project

Q9 As an I.T. consultant, you will come up against all kinds of people, from the easy going manager, to the demanding company director, and the programmer resistant to change. The thing is this. Are you trustworthy, loyal, honest, and above all brave!

• A) What's the next question?
• B) I have other more important qualities, which are not mentioned in this list
• C) About half of these I think
• D) Well, it's hard to live up to, but I can say I am most of these, if not all
• E) Definitely all of the above. I see my clients as potential friends, not just people I do business with.

Q10 By definition I.T. consulting should be a nice earner and a great career. Given the questions previously asked, how interested are you in going down this route, given that it might actually involve the word W.O.R.K?

• A) Not sure at the moment. Just now I like things the way they are.
• B) Would .be interested if the word WORK, was more than matched by the word REWARD.
• C) One day I am going to win the lottery!
• D) My opportunities are unlimited, and I can't wait to get started!
• E) If I box clever I am sure that I would not need to work too hard

Now you have completed the quiz, you can analyse your score as described in the next section.

Introduction To I.T. Consulting Challenge Quiz outcomes

Please analyze the scores, and see where you are at the moment with regard to your motivation in I.T. Consultancy. The questions are numbered at the side, and score for each (A,B,C,D,E) is shown in the relevant box:

Totals

Final Total = A + B + C + D + E =

Analysis of scores:

25 to 50 Points

You are highly motivated by I.T. and, have right attitude required to make it as a consultant. Once you have identified where your I.T. technical/business skills lie, we would suggest that you concentrate on marketing your ideas and your services.

1 to 24 Points

If you are not sure of making the full leap just yet, perhaps you can build up your business on a part-time basis, alongside your day job, while you add to your skillsets and build up your contacts. You definitely have the potential to become a great I.T. consultant. We strongly recommend that you study this course, understand the basics, and find out how to grow your business.

0 Points

In this category you could go either way. We recommend that you complete this course, and take the test again at the end of the course, when you will have a clearer idea of where you stand on the subject at that point.

- 1 to - 24 Points

At this stage, it is more likely that you would be better keeping your current day job, but if you are still interested, perhaps you could run a part-time consultancy to try the "water". We strongly recommend that this stage you complete this course, then at the end take this test again. If, at the end of the course, your quiz results are similar, then perhaps being an I.T. consultant is not currently for you.

-25 to -50 Points

We would not recommend that you indulge in becoming an I.T. consultant until you can achieve a higher score. That does not mean however, that you will not gain great benefits from the course, and we recommend that you complete it. Even as an employee there are ideas in this course which should assist you in improving the daily work that you do, and you will be more appreciated at work as a result.

Skills Matrix

This part of the introduction is dedicated to your current skill sets and business knowledge, and tries to help identify possible niche markets for your consultancy. It may also be used to provide you with guidance for future skills and knowledge you would like to add to your portfolio. This skills matrix consists of a list of areas in I.T. or business, which are relevant to the skills you currently have. For example, if you are a confident Java programmer, you would fill the "Java" programming box. We also include a rating so that you can rate yourself on each skill, from 1 to 5. There is no written analysis at the end. The main objective of the matrix is to provide guidance of where you currently stand in relation to your overall consultancy offerings. The matrix should be printed out and kept as a separate document, and kept up to date. It should be reviewed every few months or so..

It may be that in some areas you are partly skilled, and perhaps you can "train up" in the areas where you feel you are weakest, hence the 1-5 rating you provide. The same rules apply to this matrix as for the challenge quiz, i.e. absolute honesty is required. Otherwise there is no point in using the skills matrix as a guide to your current and potential skill sets and knowledge areas.

Please note that some sections have been left deliberately blank, and marked "Other skills" for each section. This matrix only contains a sub-set of those possible in terms of I.T. business and Technical skills, and is to be used as a starting point only. Feel free to tailor the matrix to the appropriate I.T. technical and business skills you currently have.

It may be that you need to add a completely new section to the list. Hence the reason for displaying the matrix in individual sections for each topic area, so that it is as flexible as possible to accommodate your I.T. offerings.

Some items may appear in more than one list, such as "perl" which can be used for web based programming, or general "text" handling use, so you can rate your skills by context if you so wish. E.g. You may be a rating 4 for perl on text based applications, but using it for web based applications, not as proficient, therefore in this context you are a rating 3. In this way, you ave identified an area where you might want to expand your knowledge.

Please don't just include current skillsets, but skills you would wish to have in future or to work towards. Also, include any certifications you have, or would like to have. Feel free to include as little or as much information and I.T. related topics as you like. However, it is beneficial to add as much as possible.

We have provided a few examples, to start you off. These are only provided to guide you, and is not set in stone. There will be many I.T. technical or business skills not listed in this example matrix.

Once completed, please rate each subject according to the information provided below.

Each skill/certification area is rated by the following numbers:

5 = Expert in this skill

4 = Above average

3 = Average

2 = Further training required

1 = Aware of, or interested in this topic.

If you have no knowledge or skill or have no interest in an area you just leave the topic blank.

Other areas to include could be:

Qualifications

Business skills

Database skills

Mentoring/Training skills

Specialist skills

Any other areas you feel are missing from this list, as long as they are related to I.T. in either a business, or a technical capacity.

What makes a good I.T. consultant?

The challenge quiz attempted to identify your motivations in becoming an I.T. consultant. Motivation is a quality which is required, but is of no use unless you have some kind of "expertise" to offer your clients. You should not try to take on tasks which are beyond your knowledge and experience. However, a good consultant will know how to obtain the expertise that they currently don't have, or sub-contract/delegate tasks to others due to time constraints.

It helps if you are a good negotiator, in order to gain business with clients, and to sub-contract some of the work to programmers and other consultants. There are pitfalls to involving other consultants though, as (obviously) you don't want to lose the business to a potential rival. The boundaries of any deal with clients and others who may be able to assist you in your work would need to be clearly defined at the outset.

Interpersonal skills and technical qualifications also come into play. However, knowledge of the business of I.T. consultancy is just as (if not more than) important than pieces of paper. The bottom line with I.T. consultancy is that you are providing "value for money", just as is the case with any other consultancy.

In this case value for money can mean a number of things:

• Increasing your clients profits
• Reducing expenses
• Boosting efficiency
• Increasing employee retention
• Solving communication problems
• Persuading employees who are resistant to change
• Reducing operational risk

This can be summed up in one word, "Credibility". To have credibility you will need, all or at least some, of the following factors. In order of importance these are:

1. Previous achievements., including case histories and testimonials.

2. Professional referees.

3. Skills you can demonstrate e.g. oracle programming or database design experience.

4. On the job training or experience.

5. Awards.

6. Certificates and licences.

7. Higher education.

It may be that you are just starting out from college and therefore you will not have all of these skills. However, if you are confident of your ability whereby you know more than your potential clients on a particular topic, and you can find enough of these types of client, you could always build up your reputation on a part time basis or start out with what you know. It may be that you can gain some experience in other I.T. jobs first, which is a topic we discuss later on in this introduction.

N.B. The danger in I.T. consultancy is claiming you know more than you do about a particular subject. This is fatal as you would very quickly be found out in the real world!

Numerous I.T. consultants started out as contract programmers or business analysts, and added consultancy to their roles. Therefore it does help if you have "expert" knowledge of a subject.

Do you have the x-factor in I.T. consultancy terms?

On a totally unrelated subject, if you have ever watched the "X" factor on television. This is a talent show to find the latest musical talent. How many singers have you seen on the "X" factor who think they are wonderful singers, just to find out at audition time they were not good enough. This is similar to being a consultant in I.T. You will be judged on your results and deliveries, not on your claims.

However, this is not intended to intimidate you, only to warn of the dangers. You will know what you can deliver, you will know the levels of experience and knowledge you can offer, and only you will know your target audience, although we try to assist you with this aspect in the rest of the course. If you have motivation to learn and develop, then it is possible you will become an excellent consultant without necessarily having all the required skills at the outset. What we mention about expertise here is an "ideal", but "honesty", with your prospective clients, colleagues and sub-contractors is a must if you are to succeed.

Other attributes which are essential are: confidence (not arrogance), empathy (putting yourself in your clients shoes), adaptibility/flexibility, focus and commitment. You need a positive attitude which is realistic in terms of your own objectives and those of your clients.

What are the advantages and disadvantages of I.T. consultancy?

We briefly discussed some of the advantages of I.T. consultancy in the overview. The idea of working for yourself, choosing where and how much you will get paid and being your own boss are all very appealing.

Once you become established you will be able to decide the types of client you would wish to work for, and the type of work you will undertake. All this helps to make your work more interesting. For example, what was formerly a hobby area of I.T. could become an area you now choose to work in.

Still more benefits involve the fact that you will be making a direct impact on people's lives and their businesses. This will help to give a great sense of achievement. There is also the potential to grow your business and have other people work for you and sub-contract skills you do not possess therefore providing a wider service. Although it's not an essential advantage it is possible that some of your clients could become friends in personal terms and if you don't mind being popular this can all help to boost your confidence!

If you're passionate about your work however, you will look forward to the alarm bell ringing in the morning instead of dreading it!

When we look at the disadvantages of I.T. consultancy we can see that not everyone is cut out for this line of work. As mentioned I.T. consultancy is not for the faint hearted, or for those particularly sensitive to criticism. When things go wrong very often the I.T. consultant will be held responsible, even if the problem was not a direct result of the service. It calls for a special set of skills that not everyone has. Some people are better being I.T. employees rather than consultants.

Some people make better programmers or analysts rather than consultants due to their makeup. For example, a highly skilled programmer may be very productive when producing and designing code, but may not be very good at presenting I.T. concepts to none-I.T. people. This does not mean that such a person is not excellent at what they do on a day-to-day basis.

Even if you are potentially a very good consultant it helps if you're passionate about what you do. Consultancy is hard work. It isn't just about fulfilling contracts and hopefully earning lots of money (which, in any case is not guaranteed)..At least a third of your time will be spent marketing for new prospects, especially at the beginning of your venture.You will also be responsible for your own accounting, book-keeping, and generally running of the business, in addition to performing the day-to-day consultancy work. It acquires a great deal of other skills that are not just about the consultancy work.

As previously discussed, it is not essential that you are an expert in every I.T. subject you should at least have specialist knowledge of a few topics you can use in your own niche market. This can be a disadvantage if your skill set is relatively small. It is not advised to enter into consultancy on the basis of your specialist skills in one area, unless you can find a suitable market. It is better to be a good all-rounder in I.T. on both a business and technical level if possible, but this is not essential. With experience your skills will naturally improve.

Another disadvantage at the commencement of your business will be that your initial cash-flow will be very low or non-existent as you seek out your first customers.

One of the obvious disadvantages of working for yourself in any business is that you no longer have that (in theory) secure job where you are guaranteed to be paid every month. It is usually more comfortable to have a guaranteed salary being paid into your bank account every month than it is to rely on cheques, cash or electronic payments over the Internet. When you are self employed your payments have unpredictable payment dates. For this reason it is essential that ideally you have a few months salary in the bank to support yourself, especially in the initial stages of your business. However, once your business is established this should not be too much of a problem.

Another disadvantage (but could be an advantage, if you are cunning) is that you have to be able to make the best of the economy as it stands at any moment. It is easier to generate business when the economy is sound but not so good when there are company cut-backs and redundancies. It is unlikely that some companies will be unlikely to take on highly paid consultants when they cannot afford to keep existing staff.

The way to make the best of the situation when the economy is not so sound is in your ability in being able to make companies more efficient, and thus hopefully preventing redundancies, and helping companies to survive a turbulent patch.. In some cases though, you may have to recommend cutbacks. Therefore this can make you a hero or a villain depending on the objectives you have set out. Hence, another reason for being thick skinned!

In summary then, here are briefly the advantages and disadvantages of becoming an I.T. Consultant:

Advantages

• You are your own boss
• Being in a position to choose the types of client you wish to work for
• Being in a position to decide how much you will be paid
• Decide where you will work
• Only take on the type of work you are happy with. This could be an area of I.T. you are passionate about.
• You will feel a sense of achievement
• You should enjoy your work, and look forward to the morning alarm for instead of dreading it!

Disadvantages

• Not for the faint hearted, and it helps to be thick skinned!
• You will probably need to work harder than you have ever done before, as you will not just be a consultant, but your own sales person, book-keeper, and administrative clerk in the early stages
• Some people are not cut out for I.T. consultancy. Just because you are a brilliant programmer it does not mean that you can be a brilliant consultant. Consultancy calls for a mix of all round I.T. skills and business acumen.
• The more I.T. skills you posses, the wider the range of services you will be able to offer, unless you have a niche market and a sound customer base.
• You will no longer be in that secure job, unless, initially you work alongside your main job as you build up your business
• You will need to be business-savvy when the economy is not so good, in order to continue obtaining work

What are your lifestyle and earning goals?

The goals you set for your consultancy must be realistic. Set goals that you know you can achieve. However, you should allow for your goals to have an element of challenge to enable you to grow. Setting goals you know you can easily achieve to some extent will limit potential in learning new I.T. skills.

At the end of the day, it's down to you as an individual what your objectives will be, based upon your skills your motivations and your potential client base.

It helps in the early stages if you have friends and potential clients who you know will be interested in yor services. The I.T. skills matrix we looked at earlier should enable you to decide which skillsets you are going to market, and the skills you wish to add to your portfolio.

It is always best to start small, even if your ultimate aim is to make your business into a "big fish". By starting small you will learn about how bigger consultancies operate, and understand the pitfalls before you venture in "too deep" at the outset.

When setting your goals, have a short, medium and long term plan. The range of periods for these is up to you. In this case we have chosen the next month, the next 6 months, and from 6 months to the next 3 years.

In terms of I.T. consultancy, this should take the form of a plan. By fulfilling the steps in the plan, you can see where you are going and achieve your ultimate objectives.

E.G. A typical section of an I.T. consultant plan might look like:

Short term: Next Month:

• Phone 100 prospective new clients
• Commence work on the User Guide for the new accounts system for Prezzy Ltd
• Complete the unix scripts to safely shutdown the solaris server
• Deliver 1 day training course on Microsoft Office Word at Jackson Ltd
• Resolve the "file locking" problem at Integration Corp (2 days estimated)
• Continue current contract at Technologize Ltd

Medium term: 6 Months:

• Negotiate new contracts at Jackson Limited
• Complete payroll system design and recommendations for Hull Hospital
• Fixed term contract at Sudoku Ltd (3 months). Design Entity relationship model and build database in conjunction with their I.T. staff.
• Negotiate with contract programmers to fulfill ongoing contract work (B.T.).
• Take on 10 new contract agreements with new prospects
• Learn perl programming skills, to add to portfolio
• Set up website to market services

Long term: 7 Months to 3 Years:

• Look at gaining Microsoft certification
• Complete payroll system design and recommendations for Hull Hospital
• Look at employing programmer to fulfill some of the longer term programming contracts
• Need secretary!
• Compete for the B.T. contract. Tenders deadline by end December, 2008.
• Learn Java, take Software Configuration Management course, and arrange to take Project Management certification
• Find new office premises in the next 18 months
• Go on that American holiday and buy a new car, as a reward for establishing your business, and having at least 4 employees in 3 years time!

Pricing

Where pricing is concerned you will need to do some research. You will need to find out what other I.T. consultants are charging. If you decide to undercut the competition, you may find that you are working long hours for very little reward. It is always best to aim for the middle ground. For example, if the range of hourly rates is £20.00 to £40.00 per hour for specialist skills, such as designing a database, you should aim for the middle ground, say £30.00 per hour. If you do decide to charge more than average you should always be in a position to justify this to your potential clients if they challenge you on your costs. To some extent this will rely on your own confidence in the services you are offering.

Partnerships

You may also be considering working in a partnership. This is fine as long as it is clearly specified and understood what the roles of each individual partner is. Some partnerships start on the basis of a friendship. However, these kinds of partnerships are prone to break-ups, sometimes due to the different approaches to performing tasks.

Partnering with another consultant is fine, but it is always recommended that you work with someone you know well, and can work with on a regular basis. Once again, you should clearly define the roles of each consultant, so that the "professional rivalry" which sometimes happens will not surface. Partners should work towards the common goal and end result, not be in competition with each other. Sometimes it is better to work in a partnership as you learn skills from each other.

How do you gain experience prior to I.T. consultancy?

As a general rule, the decision to become an I.T. Consultant is based upon several years experience in industry. However, even those with limited experience may have specialist skills and knowledge which would be useful in consultancy work.

In the past you may have gained experienced as a programmer or as a helpdesk analyst. It may be that you have worked for several companies gaining different perspectives in industry which could be in the private and/or the public sector. If you see yourself as an aspiring I.T. consultant but you are not ready to make the big leap yet it is recommended that is you try and gain some experience in the working with consultants, programmers and/or business I.T. specialists. Another way to gain experience of providing advise and support to others in I.T. is to work on a helpdesk. If you are still at college it would be a good idea to gain experience on a work placement. Seeing how other consultants in I.T. work will give you some idea as to what is involved. Unlike programmers and Web designers consultants usually have a better understanding of the overall objective i.e. the bigger picture and where I.T. fits in with the business.

A very useful way of gaining free knowledge and expertise is to join online forums and newsgroups where other professionals can assist you with I.T. problems. You can also gain insights into approaches that other I.T. professionals use. There are many such newsgroups available and if you wish you can also pay a small fee to join web sites which provide expertise on various I.T. matters. There are many websites offering expertise in I.T. matters. If you have a problem you wouldn't normally be able to resolve and do you know where to look on the Internet finding a solution isn't usually too difficult.

Another useful strategy is to study courses and take certification in aspects of I.T. consultancy which are used in the real world. It may be that your employer will sponsor you on courses which will take you down the consultancy route. Most learning schemes have several compulsory modules and optional modules which combine to provide certification.

Certification on its own will not provide you with experience but it should open doors to provide you with more opportunities to gain some. Examples of the types of courses you may take in I.T. consultancy are, project management, software engineering, programming languages, database design, business studies, service management.

Reminder

Have you completed the following exercises?

• Completed the I.T.consultants challenge quiz
• Completed the I.T.consultants skills matrix, and tailored it for your own reference.
• Looked up various newsgroups, and websites as recommended in this introduction

Tick each box when you have completed the exercises. Then you can move on to the assignment that follows.

Summary

1. In this introduction we have looked at the advantages and disadvantages of it in consultancy, your lifestyle and earning goals and the various factors that go into freelance work. We have also looked at how you can gain experience prior to becoming an I.T. consultant.
2. We have looked at who your prospective clients are, what kind of skills and knowledge you will need your motivations for going down this route and how you are going to go about it
3. In either to clarify your skills and knowledge you took part in an I.T. consultants challenge and filled in a skills matrix for you to keep updated. This enables you to identify at any time, the skills and knowledge, you can offer as an I.T. consultants and identify areas were, you can improve your knowledge.
4. We also looked at identifying your target market, and what you will need to initially approach this career
5. We also took account of various risks of I.T. consultancy, and the type of qualities required to survive in a competitive career.
6. Finally, we looked at planning your consultancy, and your goals for this in terms of short medium and long-term plans. We provided an example of a typical diary/plan for an I.T. consultant.

We cannot introduce the concept of client relationships without acknowledging that we are the key players in the exchange of ideas and information. Thinking of communication as an art that requires skills allows us to approach it from a perspective that is both practical and analytical. How information enters our mind, how it is processed, how we react to it, and how to observe and recognize this in others makes us powerful forces in our realm. We can use our skills to guide and to influence, to inspire and to motivate, and by so doing bring about enormous levels of positive change.

By first examining who you are, you can understand how you receive and process information. By learning how others do the same, you learn that you are at the same time similar and different from the others around you. By celebrating these differences and working with them rather than against them, you can move faster and farther than you ever thought possible, find friends where once you found enemies, and make discoveries and breakthroughs in areas that you had formerly believed were unavailable to you.

After learning about yourself, you can then apply the same procedure to others, like colleagues, clients and co-workers. You will discover some similarities as well as some differences. Endeavor now to communicate with them in a different way and observe the results. Practice the techniques and develop some skill. If you acquire a skill and practice it every day for twenty-one consecutive days, you will have created a habit. If you practice it for twenty-eight consecutive days, you will create a behavior. Then you can go out and change the world.

Part I: Self-Assessment

1. Hard Wiring: Directional Flow

At birth, you are tested for a variety of key factors, like whether you are breathing, have all of your parts, or if you are a boy or a girl. One of the tests also checks your startle reflex, and this is a predictor of whether you will be an introvert or an extrovert.

In all of nature, there is balance: light and dark, right and left, male and female, fast and slow, high and low. We learn in our science classes that for every action there is an equal and opposite reaction. Introversion and extroversion are functions of energy flow in humans, we are born this way, and we react accordingly. For some of us, we use energy to interact with other people, and after a certain point, we must be alone to rest and recharge before we can consider being with others again. We all need rest at times, but some of us need much more than others do when it comes to dealing with other people. If being with others causes us to expend more energy than we derive, we are introverts.

On the other hand, some of us need to be around others to feel energized and stimulated. Too much time alone, and we are enervated, listless, and depressed. If being with others creates more energy that it uses up, we are extroverts.

We often associate shyness with introversion, but shyness is a conditioned reflex, where introversion is built in. There are shy extroverts. Shyness results from the physical response we feel when we are in the company of others, and also from the degree of self-absorption that we are feeling at the moment. Shyness can be induced or reduced. Introversion and extroversion are a part of your basic make up.

Given that we all like a little quiet time now and then, how do you see yourself when it comes to being with others? Are you energized or depleted and ultimately stressed? Does being alone too much leave you feeling depressed and listless or revitalized and restored?

• Do you believe that you are an extrovert?
• Do you believe that you are an introvert?
• Would you consider yourself shy?

2. Learning: Identification and Association; Literal vs. Inferential

From birth to the age of about eight years, you are learning about your world from your primary caregiver at the most basic level. The way in which you learn involves storing information from your surroundings, as it enters your consciousness from your five senses and your emotions. First, you identify something, and then you associate it with something else. That is how you classify it as good or bad, pleasure or pain, nice or not nice. You are born with only two inherent fears: the fear of loud noises and the fear of falling. All other fears are learned. Thus, you are able to store information that cookies are good, touching the hot stove is bad, and the barking dog next door is frightening.

From your primary caregiver (usually your mother but not always), you learn to interpret information as well. If the way she talks to you and interacts with you is very direct and reliable - that is, what she says is what she does - then you tend to interpret information in a literal way. You do not develop the need to look for hidden meaning. If, on the other hand, she says one thing and does another - that is, her words are not congruent with her actions - then you tend to interpret information in an inferential way. You develop the need to look for hidden meaning.

Sometimes we grow up in an environment that sends us mixed signals, so that we develop the ability to interpret incoming information both literally and inferentially. Thus, we can adapt quickly to either form of interpretation as the situation demands. We can all learn, once we are aware of how we primarily interpret information, to shift our processing method to either literal or inferential, thus enhancing our ability to absorb and analyze the inputs we receive.

Between the ages of three and five, we begin to become aware of yet another level of information in our world: what is us and what is not us. We start to acknowledge the separateness of other individuals. We realize that we are not an extension of our mother, nor she of us, and that we are all separate from each other. We begin to perceive that we have an impact on others just as they have an impact on us. The phenomenon that is taking place is called the emergence of empathy . Empathy is the ability to see others as different from us, and to acknowledge their feelings as being different from ours.

If the child does not receive acknowledgment of his own separateness from his mother during these years, he does not learn to feel empathy. He believes himself unique in his ability to feel, and that he is the center of not just his universe, but of the whole universe. This is called narcissism . Although narcissism is quite normal and necessary in infancy, it becomes problematic in adulthood, since the narcissist is able to interpret information only as it relates to him, rather than how it also relates to others.

• Do you interpret information at face value, or literally?
• Do you look for the hidden meaning, thus interpreting information inferentially?
• Are you aware of the impact that you have on others, sensing their feelings as well as your own?

3. Representational and Filtering Systems

As we advance in our learning development, the information that we need to categorize increases in both volume and complexity so that we need to create symbols or representations for the stored data. We create representations using information from our five senses: visual (sight), auditory (sound), kinesthetic (touch, pressure and texture), olfactory (smell), and gustatory (taste). Combining a representation with a physiologic sensation results in a state: a state of happiness, alertness, and so on. Thus, we can recall a chocolate chip cookie that we have eaten by remembering what it smelled like, what it looked like, what it tasted like, what its texture felt like, whether it was crunchy (noisy) or chewy, and what our mood was like when we ate it. We can place ourselves in a state of mind having only the stored representation of the cookie from which to draw.

In addition to representations derived through our senses, we also create representations using a language that is both spoken and written. These are called digital representations. Unlike sensory representations, digital representations are symbols (words) that rely upon rules for their understanding. To understand these representations, it is necessary to know the language in which the symbols are based. The language that is spoken and written is called a meta-program because it develops after the senses develop; it relies on an agreed-upon set of rules, yet it nonetheless draws upon information from the senses for its execution. Also, a given written/spoken language is not universal: there are nearly 500 formally recognized languages in the world today.

Given that there is a barrage of sensory input out there waiting to assault us at any given moment, we have ways of filtering it so that it does not completely overwhelm us. We use values , which enable us to decide whether something is right or wrong, good or bad and how we feel about it. We arrange values in a hierarchy that we determine based upon our own model of the universe. We use our beliefs , which are generalizations about our world that either enable or disable us, giving or denying us power. We use our memories of past events. As we get older, we use collections of past memories to influence our behavior more than we use the present, which then plays a very small role in our behavior. We use decisions , in conjunction with memories, to create beliefs, and thus affect our perception. We also use language, or meta-programs as filtering a device by agreeing to and abiding by a set of rules.

Having received sensory input, processed it according to the way we were born, the way we were raised, the rules we abide by, and (as the result of the memory of experience) the screening system we have developed, we go one step further in our processing: we refine the information by deletion , distortion , and generalization. With deletion , we selectively pay attention to certain aspects and not to others. We may overlook or omit. Deletion is the process whereby we reduce the amount of incoming information to a manageable level. With distortion , we make shifts in our experience by misrepresenting or altering representations of reality. Distortion is the process whereby we motivate ourselves. With generalization , we draw broad global conclusions based upon one or two experiences. Generalization is the process whereby we accelerate the rate at which we learn. We achieve this by limiting the number of times that we must analyze repetitive data, and by limiting the variety of data to be analyzed.

4. Behavioral Communication: Emotional (inferential) vs. Physical (literal)

During the period between ages nine and fourteen, we learn how to interact with the people in the world around us by observing and reacting to our secondary caregiver, who is usually but not always, our father. We learn to conceal or reveal emotions, to suppress or release our physical reactions based upon the response that we get from our father. We also learn too, how to express or repress our feelings, where our safety zone lies, and whether or not it is safe to become close to someone or safer to maintain our distance.

Physical : If we are raised to expect and receive affection, to show emotion, to speak our mind freely, we are likely to behave in a way that is consistent with that. We are spontaneous, open, literal, seeking and giving affection, generous with our emotions and our physical selves. We dress to be noticed, drive cars that are stylish rather than practical, seek out the company of others, marry young, have and enjoy families, shake with hands that are warm and dry, and talk freely about everything, gesticulating often and expansively. We form close relationships that last, and we are easy to get to know. We process incoming information literally, but we speak inferentially. We love to hear the words that tell us that we are accepted, never tiring of being told that we are valued and loved. We are extremely sensitive to rejection, however, and often perceive it where it does not really exist. If we feel wronged, it may take years to recover, or we may not recover at all.

Emotional: If we are raised to expect indifference or to maintain a stiff upper lip, we internalize nearly all of our feelings, speak only when necessary, and are conservative with our emotions and our physical selves. We dress to blend in, we drive practical cars, can appear to prefer our own company to that of others, place career foremost in our priorities, shake with hands that are cool and possibly moist, and maintain a demeanor that is reserved and even constrained. We prefer to maintain a well-defined safety zone between ourselves and others, not getting too close, and our relationships may be short-lived, with people at times considering us difficult to get to know. We can often be blunt in our assessment of others, believing that honesty is preferable to flattery or fluff. When we do express our affection for others, we do so by our actions, rather than by our words, and believe that others should recognize this, since actions always speak louder than words.

Contrary to Mars and Venus, these two primary behavioral styles have no gender preference, nor do they exert prevalence one over the other in any social stratum. Nor is one better than the other. Each has its benefits and each has its weaknesses. They are, in truth, mirror images or complements of one another, like all things in nature. Conflict arises when the two find themselves endeavoring to communicate with one another, neither understanding the other's basic makeup, each one assuming the other is the same, just being difficult. Thus the Physical, prone to jealousy, and needing verbal and physical reassurance of affection, might feel slighted by the Emotional's natural reticence and reserve. The Emotional, not understanding the Physical's constant demands for attention, feels pressured and seeks solace in the safety of work and hobbies.

• Based upon your understanding of your behavior, are you an Emotional or a Physical?

5. Body Language: Revealing the Subconscious

Only seven percent of what we communicate is verbal, coming from meta-programs, or language. It makes sense, when you think of it, since language is rules-based, and much of our basic development does not emerge from rules. We bow to certain conventions in order to achieve some level of standardization of the symbols or representations that we must use if we are going to get what we need from others.

The rest of the communication that we use is non-verbal: 93%, to be exact. That means that when we are sitting in a meeting hearing endless (yes, endless) rhetoric, we are only getting the tip of the iceberg. (Notice that the word “hearing” is used, rather than “listening”). Thirty-eight percent of communication comes from the tonality of the words spoken, and the remaining fifty-five percent is all body language. Although we rely on all three forms of language to communicate, the last one, body language, is the most revealing and the most reliable. This is because we are generally not consciously aware of what we are revealing through our bodies. We mentioned previously that combining sensory input with a physiologic response puts in a “state”, where we are involved both body and mind at that moment. Thus, there is a circular communication between our body and our mind while we are in a state, each one influencing and affecting the other.

Your body language tells people that you are comfortable or not: you may be sitting easily in a chair, or you may be bolt upright and rigid. You may be paying attention by making eye contact and turning toward the person who is talking or you may be yawning while counting holes in the ceiling tiles. When you walk into a room, you signify your importance by your posture: you walk upright, shoulders back and head up, looking at the people in the room, smiling and nodding recognition. Alternatively, you may walk in head down, shoulders slumped, looking nervous and avoiding even the risk of eye contact. When you speak, you may use your hands. If you are comfortable or passionate about your topic, your hands will be open, expansive or wide. If you are not comfortable about your topic, your hands will be closed, even clenched, at your sides, or hidden.

If you are genuinely glad to see someone, your smile will light up your whole face, with your eyes, cheeks and even forehead being involved. If you are pretending to be glad, your smile will not spread past your lips, and there may even be a slight rise in the pitch of your voice because of tension in your throat. If you are feeling connected to someone, your body movements will match that person's, your rate of speech will slow or speed up to compare with his or hers, and your whole body will be turned toward your friend, as you lean toward him or her and close the gap between you. If your companion feels the same way about you, he or she will allow you to close that gap, not backing away as you move closer.

• What do you do when you enter a room?
• Do you speak with your hands? How do you use your hands?
• Do you feel comfortable when you are talking to someone, so that you express connection through your posture?
• Does the way you behave around men differ from the way you behave around women?
• Are you aware of your body (self-conscious) when you are around other people?

6. Personality Typing: STAR, or Core Values Assessment

It is generally agreed that there are four basic personality types. How those types are identified and classified, differ greatly from expert to expert. Many testing systems have been devised to assess personality types, and they are elaborate, detailed, and very scientific. You do not have time, however, to do psychological testing on your clients, nor would they be likely to agree to it. However, you can arrive at some reliable conclusions by being observant and by knowing a little about how to interpret those observations. You can begin by using yourself as a template.

Core values emerge as the ultimate way that people make decisions about their environment and how they attempt to influence and control it. Core values are an excellent predictor of behavior when higher-level decision-making is required. We use the acronym STAR as our meta-program representation.

S is for Stability - systems, security, tradition, safety, organization, structure, responsibility, reliability, predictability, simplicity and service. At their best, S's run efficient meetings on schedule, setting up and implementing reliable systems. At their worst, they are rigid and inflexible, resisting change and new, unproven ideas. Their period is the past, since it is proven. They can be pessimistic, but they are also are as steady as the Rock of Gibraltar. Approximately 38% of people are S's.

T is for Theory - knowledge, learning, logic, accuracy, the big picture, strategy, abstract thinking, problem solving, analysis, rationality, design, precision in thought and language. At their best, T's resolve conflict rationally, logically, and without emotionalism. They quickly learn and understand abstract ideas. At their worst, they may appear critical and cold, and at times so absorbed with learning that they do not take action. Their time frame is infinite, since theory and logic know no temporal boundaries. They prefer innovation, can be embarrassed by praise, and are inclined to be perfectionists. Approximately 12% of people are T's.

A is for Action - freedom, adaptability, spontaneity, passion, excitement, opportunity, entertainer, crisis management, reality-based problem solving, competition, negotiation. At their best, A's are risk takers, natural entrepreneurs, and lovers of beauty and ready to take advantage of opportunity. At their worst, they are impatient, disruptive, controlling and domineering. Their time frame is the future, since their attention span is brief and they are already looking ahead to the next moment. A's want to get straight to the bottom line, because time is important and their high energy cannot be restrained for long. Approximately 38% of people are A's.

R is for Relationship -- people, emotions, causes, romance, animals, communing with nature, diplomacy, ethics, ideals, cooperation, personal growth, communication, building rapport, empathy, harmony. At their best, R's are enthusiastic, involved and supportive, focused on the greater good, always there for the people. At their worst, they personalize too much, may ignore reality in favor of the dream, and lose sight of details when looking for the big picture. Their time frame is the present, since face-to-face actions take place in the here and now. R's like metaphors and value empowerment. Approximately 12% of people are R's.

• Where do your core values lie? Can you find yourself using this assessment tool?

Part II: Framing Communication Using Assessment Tools

1. Personality Assessment Evaluation: Profiling

Using yourself as a template, create a profile of yourself based upon the way you fit into the criteria in Part 1. Keep in mind that no one precisely fits any model or pattern, and that at any time we are a composite of more than one type or style. However, there tend to be some indicators that one type or another predominates, and that is the one we use for assessment purposes. The purpose of profiling is not to pigeonhole or label, although it may seem that way at first. Profiling is a tool to be used for observing patterns of behavior. By observing patterns, we can devise strategies that we can use to achieve goals. Our goal with profiling behavior in this way is to be able to recognize differences so that we can implement the right strategies to create understanding. Through understanding, we can create cooperation.

Ask yourself the following questions, writing the answers in a list:

• Are you an extrovert or an introvert?
• Do you assimilate information literally or inferentially (or both ways)?
• In your behavior, are you an Emotional or a Physical?
• With your body language, do you convey confidence or shyness?
• With your body language, do you convey a desire to connect or to maintain distance?
• Using the Core Values assessment for personality type, what is your dominant personality type?
• Using the Core Values assessment for personality type, what is your subordinate personality type?

Exercise 1: Now that you have estimated your own traits, do the same for someone else. Do not discuss this with the other person beforehand. After you have made your assessment, compare your results to your test subject's own assessment.

With practice, you will be able to make on-the-spot assessments when you are in front of clients or colleagues based upon what you are now able to observe while you are listening. You may think of leading questions to ask that will give you more insights into the personality and traits of the person with whom you are working.

Once you have the necessary insights, you can then use the information to build rapport with the client or your colleague. It is important that you listen and observe while you are in the presence of your client, since what you observe is what you will need to really communicate with the client, targeting his core values, reading his body language, understanding his words and watching for subtle changes in the way her is responding to the discussion.

2. Building Rapport

Rapport is a process of responsiveness, not one of “liking”. You do not have to like your client to build a rapport with him. Your position with respect to your client is one of service, and part of service is to be able to establish enough trust so that the work can proceed. By using a system that allows you to quickly evaluate how your client processes information, which values drive his decision-making, and whether he is openly expressive or tacit and reserved, lets you get to the basis of the problem or issue and assure a more efficient exchange of information. Now you know how to talk to him and you know how to better interpret his words when he talks to you.

The key to building rapport is a technique called matching and mirroring. Often we do this unconsciously when we are accordant with someone we like, but it is not automatic when we are in a situation with people we do not know or do not like. When we match and mirror, we match the pace of our speech, our breathing, and our body movements, to the person before us. We match the tone and volume of our voice, the type of words we use, the rate at which we blink, our posture, our gestures, and our associations.

Our words are quite important, but in a way that is far more revealing than the technical information that we may be discussing. The types of words used are indicators of the way in which we form representations. Each of us has a preferred means of forming representations. Some of us are visual ; some of us are auditory , some kinesthetic . Visuals use words like: see, look, view, illuminate, envision, foggy, crystal. Visuals “see” everything they say, remember and learn, so talking to them in those terms enhances communication with them. Auditories use words like: hear, listen, rings a bell, silence, be heard, all ears, tune in/tune out. Auditories “hear” everything they learn and remember, so talking to them in terms of sound metaphors works with them. Kinesthetics use words like: feel, touch, make contact, concrete, hard, unfeeling, slip through, get a hold of, get a handle on. Kinesthetics “feel” everything they learn and remember, so using feeling, touching and contact metaphors work with them.

When you are in front of someone, you can gauge whether he is visual, auditory or kinesthetic by looking at where his eyes go when he talks. When you ask a question of a visual, he will look up to the left if he is right-handed when he is accessing a memory of an actual event. He will look up to the right if he is imagining something or if he is lying. The opposite is true of a left-handed person. If he is auditory, he will look to the right or left, level with his ears depending if he is creating or remembering. If he is kinesthetic, he will down to either the right or left, either accessing feelings or talking to himself.

It is important to pay attention to eye position. Eye contact is important when listening, but when speaking, often one looks away to access memories or create an answer. Only when someone never makes eye contact or makes steady, fixed eye contact does it become problematic. Avoidance of eye contact creates mistrust, and steady, penetrating eye contact is very intimidating. Being aware of your client while talking with him allows you to observe these subtle changes and reactions as the discussion moves along. If you are not paying attention, you will miss these cues. Missing cues can and often does lead to misunderstanding.

3. Communicating Through Core Values

When you are with a client, and if you are fortunate enough to be in his own office, look around you for signs of his core values. By correctly assessing his core values, you will be able to communicate to him the information that he wants to hear and which he will use when he forms his opinion of you.

An S will have a neat, orderly office with books in alphabetical order, or some other systematic order, and his desk will be neat and even empty. The furniture will be traditional, good quality if he has anything to do with it, and in good condition. He will be on time for appointments, and he will expect the same of you. Meetings will end on time as well. He will be dressed according to the prevailing dress code, and expect you to follow the same procedure. He will want to hear that safety rules have been followed, permits have been obtained on time, and that things are proceeding according the plan. Too much innovation will disturb him; so if you must introduce a novelty, make sure that you prove that precedents exist and that the risk for failure is low. Your presentation must be organized, so be sure to do your homework beforehand.

A T will have a messy office with papers everywhere because he will be working on several projects at once, all of which must be thoroughly researched before they can be approved or implemented. He will be late, most likely, but you must be on time because you do not know when he will be ready to see you. He will not let you go until he is satisfied, so make sure you are flexible with time. If you rush out for another appointment before he is satisfied, you will lose points. He will be less concerned with your appearance (unless you are female) so rather than dress to impress, make sure you can answer all of his many technical questions. Be prepared to answer a string of objections or defend your position, because he will use logic to weaken your proposal at any opportunity, with the premise that he is merely touching all the bases.

An A will breeze in and out, answer calls, move around the room, interrupt you and show demonstrable impatience if you try to present too much information. He will be dressed to impress, so you should not try to upstage him. He does not appreciate one-upsmanship in his space, so take the opportunity to shine by getting right to the bottom line. Spare the details and the technical jargon: he is not listening. Allow him to be magnanimous and expansive and accept whatever he offers to you. Finish quickly and leave early. He will let you know when you are through.

An R will greet you with a three-handed handshake and ask you about yourself or your family. He may tell you about his. Listen and add some human interest of your own. His office will have family pictures, awards, plants, toys, or other “soft” items or memorabilia. If he has a rocking chair in the office, sit it in when he invites you to sit down. Present information to him that makes him proud that he is doing business with an ethical and environmentally responsible company. Show that you are proud also to be associated with a company that rewards its employees, uses only dolphin-safe products and has child-care on the premises. Smile and do it sincerely.

4. Setting the Intention for the Result: Managing Situations with Communication Tools

We are operating under the basic assumption in this course that you are doing the job that is required of you and that you have the technical competence and ability to perform the tasks assigned to you. Thus, we have not spoken of things like budgets, schedules, pricing and quality control because these elements of client satisfaction are actually easier to manage than one-to-one communication. The means by which a completed project can be evaluated are far more consistent, objective and quantifiable than the means by which we can evaluate the effectiveness of communication.

The best way we can devise an evaluation method for communication effectiveness is by visualizing a desired outcome. This can be agreed upon by all parties beforehand or by one person as he walks into a room. When scheduling a client meeting, it is helpful to ask for a goal or objective, and then structure the meeting in terms of that objective. Meetings usually have some agenda and specific business to be discussed, but the effectiveness of the overall communication is not usually factored into that agenda. Setting the intention before the meeting is remarkably effective for uniting all parties under a common umbrella.

Acknowledging the differences in learning, core values, behavior and representational processing can be more productive than would seem at first. Guiding the flow of discussion around these different styles can make use of each of their contributions, without stifling or over-emphasizing anyone. Accepting differences as complementary rather than conflicting allows for framing remarks and rebuttals in a positive way rather than in a negative or belittling way. Understanding inherent differences increases learning and exchange, coming from a position of empathy rather than one of enmity. The client benefits when his needs are addressed and his ideas are heard, and the consultant benefits when he is paid on time and the job can be completed on schedule and under budget.

• Describe an example of effective communication that you have witnessed. What made it effective? How can you apply that to other situations?
• How do you feel when you believe that someone understands you? What does that involve? Can you reverse that, and create the belief in someone else that he is understood?

Part III: Case Analysis

Coping with Difficult People

Robert Bramson wrote a book called Coping with Difficult People that describes seven different types of problem people. We all recognize someone from that group - maybe even ourselves - and we can recall painful memories of interactions with them. There are the Hostile-Aggressives (Sherman Tanks, the Exploders, the Snipers), the Complainers, the Clams, the Super-Agreeables, the Negativists, the Bulldozers and Balloons, and the Stallers.

Bramson offers many suggestions for coping with these business types but there are certain recommendations that work for all of them, even though each one is different.

• Labeling. This is a form of generalization, after the identification and association.
• Understanding. This is where empathy comes into play.
• Self-Assessment. Acknowledge that you have also been a difficult person.
• Accepting and embracing the differences. Work with them not against them.

It helps to realize that most of the really difficult behavior situations result from defensiveness, fear, and insecurity. Recognizing this in the context that the person acting this way is a person, a human being, who may just be having difficulty communicating, helps a great deal when it comes to strategizing for change.

The following are ten examples of difficult people that you can review and discuss, drawing upon your own experience with very similar people in various situations. You know how the situations played out in the past. What can you use now to hypothesize different outcomes?

1. Engineer : Analytical; hands-on; checks everything; no delegating or team building
2. Militaristic : Punctual; demanding; rigid; literal and emphatic
3. Good Ole Boy : Relationship-oriented regardless of performance; all players not performers
4. Institutional : Domineering; process oriented; overactive; firmly structured; hard to read
5. Yeller and Screamer : Emotional acting out; doesn't listen to reason; threatens/retracts
6. Unstable Internal Environment : Unstable organization; chaotic decision and info processing
7. Team Player : Synergizing; win-win; accepts recognition and understands issues and results
8. Responsible Manager, no Authority : Cannot make changes or manage the project
9. Long-Distance Manager : Infrequent job visits cause info back-up and job slowing
10. Quiet with Periodic Involvement : Comes and goes but does not stay engaged daily

Exercise 2: In small groups, consider the case examples. Construct a situation involving the individual described and assign a group member to be that person, acting in the manner associated with that type. Have one or more people in the group interact with him and try to cope with the behavior using the material about information processing, core values, representational systems, and behavioral communication. Choose a member of the group to facilitate or moderate, and then to report back to the main group at the end of the exercise. Were any of the techniques successful? Why or why not?

In the initial stages of requirement gathering and development, one needs to remain open minded and listen to what the client's issues are and what they are looking to accomplish. Trust them to know what the main issue is. Trust them to at least have an idea as to what they want their final solution to do. It's your job to sell them on how you think their goals can best be reached, not what you think their final goal should be. Help guide them if they need it, but make sure that your goals remain secondary to their goals. I would personally like to be able to propose to every client that they need a full integrated e-commerce solution for their website which keeps the store and website stock in sync as well as offers several ways for customers to contact and purchase from you. I also know from experience that not every client needs, let alone wants, something that complex.

On the other side of things though, the client needs to trust that you'll be able to complete the job. Obviously they trust you can do it otherwise you would not have won the job. However, for your own sanity and desire to complete the job on time (and hopefully under budget) you need to know that the client still trusts that you can do the job. Nothing degrades morale and the desire to work faster than someone either constantly checking up on your progress even though you've already given them an update as to where things stand. Trust me to get the job done and I'll get it done. Act like you don't trust me, and while I'll still get things done, I'll do everything I can to make you sweat until the very last minute grumbling to anyone who will listen the entire time.

It can be argued that the above is all based off of respect, which, as the idiom tells us, is earned. However, I believe that trust is a more basic concept than respect. You can work hard and do a good job on something regardless of if a client respects you or not (although chances are if they don't respect you to at least some extent, you'll never even land the job in the first place). As long as you take pride in your job, the respect isn't necessary, and will come in due time. Without the trust though, it makes it much more difficult to get the job done.

In the end, just remember to trust in yourself that you can get things done. Trust that your client knows what they want, and hope that the client trusts you.