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

By Dennis Russell

A brand new model of craftsmanship uniquely clarifies the dynamics of the red-hot "free agent" office and teaches the recent talents and employment innovations self reliant execs needs to grasp to be triumphant. In contemporary quickly and turbulent markets, businesses frequently want really good specialist expertise on an meantime foundation to unravel particular enterprise difficulties, a big development developing large possibilities and another occupation song for lots of execs. a brand new model of workmanship clarifies for self reliant execs why businesses desire intervening time expertise and the way to strengthen a ability set that fits marketplace wishes. Readers will study powerful tools for uniquely advertising and branding themselves with a purpose to increase a sustainable and profitable unfastened agent occupation. Explains the booming marketplace for "free agent" specialist talentDetails powerful office recommendations for either skilled and new self sufficient pros, similar to specialists and laid-off managers

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

Sample text

As such, keeping initiatives going in this transitional period can be difficult without additional expertise on board. AGENTS OF CHANGE OR STABILITY Even in this ever-changing global arena, companies can hit plateaus. Certain things work, we stick to them, and we don’t think to ask why we are still doing it the same way. Similarly, we can run out of ideas, or worse yet, begin revisiting old ideas we never liked in the first place. If you are in a rut, then you need to do something to get out of it, and a fresh perspective is often just the ticket.

The San Francisco Bay area has an enormous supply of indigenous consulting expertise for the simple reason that people like the city by the Bay. Asked to move to Texas following the SBC Communications merger, many employees said “no,” and several of those people became consultants. Similarly, many financial services experts made the consultant career choice when Bank of America was bought by a North Carolina suitor and many key roles were moved to the Southeast. REASONS OUTSIDE OF YOUR CONTROL I became an independent consultant as a result of a major restructuring at a high-tech company at which I worked.

Interestingly, Flood was not a 23 24 Chapter 3 major star or even a wildly popular player; he was just a good, solid performer who thought the power wielded by the owners was beyond the pale. The parallel is there for many free-agent businesspeople as well. When we ask our consultants why they decide to hang out a shingle and go into business for themselves, the overwhelming desire is for control. During the last 30 years, there have been numerous times when I have entertained the notion of taking a real job—usually instigated by a satisfied client.

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