Pub Is Consulting For You

Is Consulting for You?
A Primer for Information Professionals
Ulla de Stricker
Is Consulting for You?
A Primer for Information Professionals
Ulla de Stricker
AMERICAN LIBRARY ASSOCIATION

Chicago 2008
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Library of Congress Cataloging-in-Publication Data

De Stricker, Ulla.
Is consulting for you? : a primer for information professionals / Ulla
de Stricker.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-8389-0947-8 (alk. paper)
ISBN-10: 0-8389-0947-7 (alk. paper)
1. Library consultants—Vocational guidance. 2. Information consultants—
Vocational guidance. I. Title.
Z682.4.C65D4 2008
023'.2—dc22 2007021921
Copyright © 2008 by the American Library Association. All rights reserved

except those which may be granted by Sections 107 and 108 of the Copyright
Revision Act of 1976.
ISBN-13: 978-0-8389-0947-8
ISBN-10: 0-8389-0947-7
Printed in the United States of America
12 11 10 09 08 5 4 3 2 1

Contents
Preface v
Acknowledgments ix
Part One
w
Considerations for Prospective Consultants
1 What Is Consulting, Exactly? 3
2 The Outlook: Is Consulting a Viable Option for Librarians?

Is the Library Market Viable for Other Types of Consultants? 11
3 The Realities of Life as a Consultant 24
4 Personal Characteristics: Is Consulting a Good Fit? 32
Part Two
w
Getting Established and Getting Down to Business
5 Business Planning: Is There a Market—and a Living—for Me? 47

6 Getting Ready: The Building Blocks 53
7 Getting Out There: Marketing a Personal Brand 63
iii
8 Proposals and Contracts: Documenting the Business
Relationship 69
9 So Tell Me: What’s It Really Like? 81

Postscript: Go for It—with Passion! 95
Index 97
CONTENTS
iv
Preface
Who Should Read This Primer?

This primer is intended as a guide for librarians and for professionals
in other information-centric industries who are considering a move into
consulting. Building on my personal experience and the experience of
other consultants, it offers a realistic look at what it’s like to earn one’s
living project to project, client to client—and some tips from real life. As
any of my consultant colleagues would tell you, “It is a mistake to think
one can be a successful consultant on the strength of one’s professional
skills. There is a lot more to consulting than most might think.”
If you are pondering the possibility of setting up a practice but aren’t
sure you are ready or have what it takes, part 1 of this book is your point of
departure; it suggests key questions you should consider carefully. If you
are certain you are going to proceed, you may want to begin your reading
in part 2 to get a sense of the practicalities of establishing your business and
some pointers regarding the client relationship.
Consulting Opportunities Are Expanding

As the “information sphere” evolves and the library profession continues
to undergo change, many librarians are considering career options beyond
the environments in which they have typically been active. At the same
time, the demographics of the profession have begun to create considerable
gaps as retirement culls the ranks of employed librarians. The wave of
retirement among librarians could create opportunities for consultants
v
as library managers devise strategies for the future of their libraries—just
as newly retired librarians may consider offering their experience on a proj
ect basis.
Two factors are increasing interest in consulting as a career move. First,
the pace of change in most organizations is so fast that project-by-project
management is the norm. To meet marketplace demands, organizations
must adapt and develop quickly—which calls for just-in-time expertise.
Second, more and more professionals face the simultaneous challenge of
raising their own families and caring for aging parents—which calls for
flexible work arrangements. Consulting work, with its opportunities for
negotiating deliverables and time frames to accommodate many other
commitments, is attractive to those who juggle multiple responsibilities.
What Is Library Consulting and

What Assignments Do Librarians-Turned-
Consultants Undertake?
The expression “library consulting” encompasses two complementary
meanings. It denotes librarians who offer their unique skills to a variety of
clients, not necessarily in libraries. It also denotes the activity of other types
of professionals (e.g., architects, staff training experts) who offer their ser
vices to libraries and library-like entities.
Whether you are a library professional or a professional in another
discipline, your opportunities will likely appear in the following markets:
Libraries and library-like entities such as archives and records cen
ters. Typically, consultants are called in when a special project requires
unique expertise. The design and construction of a new building; the
selection and implementation of a library management system, document
repository, or enterprise search system; and the development and market
ing of new services are examples.
Nonlibrary knowledge-intensive settings. In corporate and government
entities focusing on market research and competitive intelligence, customer
care, policy development, advocacy, and the like, consultants are typically
engaged to create mechanisms for information support of various kinds.
Librarians are particularly effective in such consulting roles.
PREFACE
vi
Information and publishing industries. Librarians and informa
tion scientists play significant roles in developing, marketing, selling, and
supporting a wide range of content-based products and services.
Consulting spans a range from highly specialized, focused activities
(e.g., procuring and installing an integrated library system) to broad,
strategic efforts (e.g., information services reengineering). An individual
consultant’s personal preferences—delivering on very specific and concrete
assignments versus designing multifaceted solutions where any number of
approaches could be considered—are factors in how he or she goes about
building the consulting business.
Some consultants decide to focus on one service or market segment
(e.g., offering services related to library technology, or services aimed
at academic libraries); others offer a variety of services to clients in one
or more sectors. As a simple generalization, we might distinguish four
consulting scenarios in the “library and information sphere,” as follows:
Librarians offering consulting Other professionals offering

services to libraries and library- consulting services to libraries and
like entities library-like entities
Librarians offering consulting Other professionals offering
services to nonlibrary clients consulting services in various
areas of information and
knowledge management to
nonlibrary clients
A Note on the Examples

Throughout the text, I have used illustrative scenarios or hypothetical
situations as examples to provide clarity. Such illustrations are derived
from my own and colleagues’ collective and accumulated experience
over several decades. While they are representative in a general sense, the
illustrations contain elements from multiple events and none point to
actual organizations, individuals, or projects.
PREFACE
vii
Acknowledgments
I n preparing this primer, I sought help from colleagues who offered

their comments on what it’s like to be a consultant. As I had hoped
they would, they reinforced my own perceptions, allowing me to offer the
suggestions made in this primer with confidence.
In addition to expressing my appreciation to friends and colleagues I
have had the privilege of working with over the years, I want to give a big
thank-you to those who gave generously of their time in interviews: Pat
Cavill, Donna Cohen, Davita Crawford, Chris Donohue, Josh Duberman,
Shelly Edwards, Ken Haycock, Jill Hurst-Wahl, Sara Laughlin, Sandra
Morden, Maria Phipps, John Savage, Denise Shockley, Jan Sykes, and
Barbara Wagner.
In addition, I thank my valued colleagues Dr. Paul Nicholls and
Stephen Barringer for the research and editorial assistance they graciously
gave me.
ix
Part One
wuw
Considerations
for Prospective
Consultants
1
What Is
Consulting,
Exactly?
I would love to have your opportunities to travel!” “I always dreamed of

being able to set my own hours!” “Imagine, no more commuting!”
For those working in full-time jobs, the lifestyle of a consultant may
appear to be one of ease and leisure. They may envy the flexibility in
scheduling work—for example, the luxury of being able to decide which
projects to accept—and the benefits of working from home, to name
but a few of the major perceived advantages. Although those advantages
most certainly are appealing, there are realities to deal with as well: the
tendency for work to be uneven, the challenge of managing expectations
within preset budget envelopes, the considerable time and effort going
into networking—again, to name just a few.
In this chapter we take a look at the basics: What is consulting—beyond
the superficial characteristics of working at home in one’s sweats? Why do
consultants get hired, and who hires them?
Why Are Consultants Needed?

As individuals, we take for granted the need to seek out and pay for the
services of an expert who can help us deal with a specific situation we
wouldn’t dream of tackling—or couldn’t tackle—ourselves. We gladly pay
3
for the services of mechanics. (It is theoretically possible that I could learn
to fix my own car when it breaks down, but what would be the sense of
investing the time when in all likelihood I would be in need of car repairs
only now and then?) Library managers follow the same paradigm when
they call on a consultant to help plan the interior of a new library, fashion
a communications strategy, select and implement a content management
system for the intranet, and the like.
Of course, the practice of purchasing professional assistance when
needed goes far beyond such relatively few-and-far-between occasions
as outfitting a new library. Most libraries and similar knowledge-based
entities (e.g., competitive intelligence units, marketing departments, risk
analysis teams) lack the personnel to carry out all the projects that must
be undertaken. When a library system must be upgraded; when it’s time
to market an expanded range of services to existing and new clients; when
a body of material needs to be digitized; when libraries in a region need to
develop new ways to collaborate—consultants are called in to plan, guide,
and assist in processes that do not fall within the day-to-day operations.
Generally, it is understood that the value of a consultant’s expertise
more than justifies the cost. Here’s why:
Engaging consultants makes business sense. Library directors are

keenly aware of the benefits resulting from just-in-time procurement of
expertise. More important, the variety of business, technical, and strategic
challenges facing most libraries and library-like entities is so great that
no other option exists but to lean on targeted expertise when special
circumstances arise. For example, the development from scratch of a
program to support a distance learning initiative could require experience
falling outside that of current staff in an academic library.
Consultants bring a fresh perspective. A compelling benefit to

engaging the services of consultants is the fact that they are unencumbered
by the past. They have no traditions lurking in the backs of their minds as
they go about their projects; in fact, it can be a risk for a consultant to become
too closely entwined in the client’s operations. Conversely, consultants
bring along experience from their previous projects in other settings. No
amount of benchmarking can match that breadth of experience.
WHAT IS CONSULTING, EXACTLY?

4
Consultants represent a time-limited commitment for the client.
When the consultant’s report is in hand, the client is free to consider
whether to proceed with the consultant’s recommendations. Although all
consultants hope their clients implement the recommended approach—
immediately—reality says otherwise. Sometimes clients aren’t ready for
the changes recommended, budget limitations get in the way, or sudden
new developments put plans on hold.
Consultants are a solution to a communications challenge. Inasmuch
as the “hard truth” can be easier to accept if it comes from an outsider,
consultants are sometimes asked to take care of a function that could
be difficult for a manager to perform. As a result, consultants may find
themselves bearing an uncomfortable message, thus needing considerable
finesse in the area of communications.
TIP
It is important to understand fully
the elements and nuances of a client’s
motivation and objectives.
Consulting Roles
Consulting activities are extremely varied, yet they share characteristics. In
your consulting career, you may get to function in every role from summer
relief to miracle worker, and you will intuitively recognize that different
work tasks and tangible outputs are appropriate according to the nature
of a given project. Assignments can be quite straightforward, as in “Select
and install a new library management system”—or more nuanced, as in
“Please help us determine how we can best meet the needs of the students
in the distance learning program.”
For successful outcomes, the roles consultants play must be clearly
understood, both by the consultant and by the client. There is trouble
ahead if it turns out the client and the consultant have different views of
what the consultant should contribute to a given project.

5
The list below illustrates the range of roles consultants may find them
selves performing. Naturally, individual consultants may gravitate to certain
types of roles and focus their offerings accordingly.
Example of Consulting Role Implications

An extra pair of hands: A hiring The consultant works within
freeze may prevent adding new preexisting guidelines and may
staff, but a contractor can be have limited opportunity to be
engaged. creative.
n Fill in for someone on leave.
n Supervise the completion of
a cataloging backlog.
n Manage the merger of two
libraries or collections.
Special-purpose assistance: No The consultant may work under

one on staff is available to carry the direction of a manager on staff
out a special project. and may not have much scope for
n Teach staff how to use a bringing about significant change.
new system or tool.
n Prepare a special exhibit.
n Conduct market research:
what do current and
potential clients need?
Unique expertise: The client In this role, the consultant is

needs advice on how to deal with a sought out specifically to bring
particular challenge. to bear expertise that is not already
n How can we improve work on hand. Typically the consultant
flow in technical services? conducts a study of “how things
n What are the best options are now” and prepares a set of
when it comes to staffing recommendations for concrete
up and selecting software actions, designs, purchases, and
for a new intranet? so forth.

6
n How can we make the new
library wing blend in with
the original building and
yet stand out as a strong
architectural statement?
n What technology infrastruc-
ture will be adequate for
current and future needs?
“Been there, done that”: The In many situations, the client is

client wants to minimize risk by particularly keen on knowing
engaging someone who is very that the consultant has carried
familiar with activities similar out similar projects and therefore
to the project at hand. can apply proven techniques. If
n How can we figure out receptivity to new approaches
what services to prioritize is limited, it is the consultant’s
and what services to challenge to convince the client to
terminate? try something novel.
n How can we improve the
visibility of the resource center
among the market analysts?
Visionary strategist: “Help us This role requires a mix of broad

chart the way” expertise across the gamut of the
n We know we need some project’s components as well as
kind of knowledge reposi- considerable skills in managing
tory for the call center complex projects.
agents, but we have no
idea where to begin.
n We need to strengthen our
role in, and contribution to,
the community we serve;
what are the components in
meeting such a challenge?

7
Agent of change: Organizational In some library and library-like
and psychological challenges stand settings, strong traditions exist
in the way of moving forward. for how things are done, and it
n Design and lead a series of can be difficult for the current
exercises to help staff arrive at director to get staff members
conclusions and insights that excited about new priorities, ser
will facilitate their acceptance vices, or processes. In such a case,
of change. the consultant’s role is to facilitate
n Facilitate exploratory sessions changes in employee attitudes.
to identify friction points and
opportunities.
Rescuer: Specific events require Though it would be nice if skills

specialized expertise. such as salvaging wet books
n A fire has caused sprinkler were not needed, the fact is
damage to irreplaceable that accidents do happen, and
materials. Now what? consultants who know what to
n Several of the senior staff do are needed—now. The best
have taken early retirement, laid plans of library directors
and a sudden illness has left can’t prevent a staffing crisis; it is
a significant gap in staffing. fortunate that some consultants
How can we get through the specialize in dealing with such
next few months, and how situations.
do we deal with the planning
for human resources?
What Roles Appeal to You?

The variety of consulting roles offers opportunities for everyone willing
to deal with the realities we touch on in chapter 3. Those pondering a
consulting career move may wish to reflect on their personal work styles
and consider questions such as these:

8
Am I at ease in situations where the “sky’s the limit except for the
budget” and creativity is wanted—meaning I may have to step
outside my official areas of expertise?
Do I prefer projects that are clearly focused on work flow, opera
tional processes, and technology?
Do I have what it takes to deal with and resolve conflicting stake
holder priorities (a.k.a. politics)?
Would I prefer to “get down and dirty with the boxes” during a
short, intensive project yielding visible results quickly—or
to work away slowly at an opinion-shaping communications
effort that could take two years and whose impact it would be
difficult to prove?
Freelancing Is Not the Same as Consulting

Consulting is a subtle business. You come into an organization as an
outsider and bring your professional experience to bear on guiding the
client and recommending what in your judgment is the best course of
action, given the situation at hand.
In the list above, the first two roles represent situations I would
characterize as freelancing rather than consulting. Widely used in the
information technology community, freelancers or “outsourced personnel”
keep the operations of many organizations humming.
No value judgment is implied in the distinction, and all the benefits
and challenges mentioned in chapters 2 and 3 apply equally to consultants
and freelancers. One important difference should, however, be noted: if
freelance work entails well-defined activities and deliverables, the freelancer
may enjoy a high level of comfort that “I know precisely what I am doing”;
in more fluid consulting assignments where many options are possible, it
may be more difficult to feel quite so confident.
Who Hires Consultants?

It is a potential obstacle for consultants that the hiring process may be
complex. A middle manager may, for example, need to execute quite

9
an elaborate business case and “sales job” to obtain senior management
approval for the budget to hire a consultant. That said, there are some
markets in which the decision to engage a consultant or consulting firm
is a foregone conclusion (e.g., we need to build a new library), and work
proceeds immediately to produce a Request for Proposal (RFP) or similar
instrument for attracting candidates.
Naturally, the size of a consulting contract has a bearing on who in
an organization has the ability to engage consultants. Small discretionary
budget envelopes for “special projects” are not uncommon, and many
consultants enjoy the ease with which engagements come about in such
cases. Those bidding for very large projects are familiar with the longer
time frames involved when top executives are deciding which consulting
firm to engage.
As in every sales context, the key is reaching the decision maker. He or
she may or may not sit in the audience when a consultant delivers a speech
at a library conference.

10
2
The Outlook
Is Consulting a Viable Option
for Librarians? Is the Library Market
Viable for Other Types of Consultants?
N aturally, any information professional contemplating consulting

will have scoured the Internet to identify (1) “who else is doing
what I want to do” and (2) “where my potential clients congregate on the
Internet.”
Established library consulting firms and individuals marketing their
library-related services can be identified readily on the Internet. They
help libraries deal with all aspects of their operations, as outlined below.
In addition, some state libraries employ consultants who assist public
libraries according to state policy; researching the consulting offerings of
state libraries could be a good starting point for pinpointing the needs of
the public library community in your region.
Typical Areas of Consulting Activity

Every aspect of library and library-related operations represents an
opportunity for consultants to offer their expertise to clients in need of
project support. The following is intended as a brief overview of the types
of activities consultants in the library sphere undertake.
11
Services Offered to Libraries
Facilities
Library facility planning, construction, expansion, reconstruction, and
restoration. Projects focus on library space and service needs assessments,
interior space planning and design, architectural plan reviews, and related
services.
Organizational Infrastructure
Needs assessment, policy development, planning, evaluation, selection,
implementation, documentation, and staff training associated with library
infrastructure systems spanning a broad range:
n Integrated library management systems
n Internet and intranet functions
n Wireless access
n Public access Internet stations
Content and Collections

Assistance with typical and familiar library functions, whether as a
generalist or a specialist in library skills or a given subject. Content and
collections encompass many media and formats, each posing particular
storage and access requirements. Projects include
n Creation of needs-based collection development policies
n Product and vendor research
n Procurement and vendor relations management
n Classification, taxonomies, indexing, cataloging, metatagging
n Weeding, archiving, off-site storage
n Preservation and restoration
Operations
Planning, details, and management of day-to-day library procedures and
functions. Specific tasks may range from policy development, research,
evaluation, planning, and implementation of a security or sprinkler system
to management of a cataloging department during a regular staffer’s
maternity leave. Typical projects may include
THE OUTLOOK
12
n Service management
n Security (safety ofpersons)
n Protection (theft prevention)
n Facilities maintenance
Human Resources
All aspects of the library’s human resource management, including in-
house training programs and development of associated printed and
electronic materials. Typical projects may include
n Skills requirement identification and recruiting
n Orientation and task-specific training
n Ongoing professional development
n Resolution of staff relations challenges
Stakeholder Needs-Based Service Development

Determining and effectively servicing the needs of the various library
stakeholder groups. Typical projects may include
n Research into client needs and “information preferences”
n Strategic plan development
n Business plan development
n Policy development
Library Services to Special Groups

Specialized aspects of any library service as they relate to specific user
groups, such as
n Children, young adults
n Minorities
n Visually impaired
n Linguistic groups
Governance, Library Boards, Stakeholder Relations

Maintaining a smooth, informed, and effective relationship with the library’s
various stakeholder groups, particularly those in governance roles. In the
THE OUTLOOK
13
case of public libraries, city councils and regional consortia are important
partners. Typical projects may deal with
n Board/trustee relations
n Advisory groups
n User interest groups
n Associated communications tasks
Public Relations and Marketing Library Services

Setting up mechanisms for an effective relationship with the library’s
stakeholders. Justifying the library’s value to budget authorities and
similar activity can be involved in addition to traditional public relations
to direct library users and the wider community group. Typical projects
may include those involved with
n Publicity and advertising
n Press relations and media releases
n Marketing plans, campaigns, and events
n Communications to stakeholders and the public
Compliance
Assistance with the increasingly complex issues surrounding compliance
with the law. Projects may involve
n Building and safety codes
n Access for the disabled
n Privacy
n Pornography and hate crime
Market Research
Planning, execution, analysis, and presentation of virtually any type of
research program the organization may require. Projects may be straight
forward or complex, involving extensive surveys requiring a detailed
research plan, multiple data collection instruments, sophisticated statistical
analysis, and detailed reporting. Typical projects may require
n Any kind of research needed internally for planning—what other
libraries are doing
THE OUTLOOK
14
n Survey process needed to determine client needs
n Measures of the effectiveness of current services
n Forecasts based on demographic and economic trends
Grant Writing
Assistance in the tasks associated with identifying, applying for, and
obtaining external funding for programs or initiatives. A dedicated effort
is often required for success, and grantsmanship is a specialized skill. Using
a consultant can be a cost-effective investment. Typical projects include
n Research to identify available funding sources
n Research to identify information required by the granting entity
n Organization of the required information
n Preparation of the application and associated backup material
Services Offered to Nonlibrary Entities

(e.g., publishers, software/systems companies)
Strategic Planning
n Assistance in determining business and market strategy
Product (Re)development and Design

n Design ofinterfaces and functionality
n Management of beta/usability testing
n Ongoing solicitation and interpretation of user feedback
Market Research/User Requirements Assessments

n Competitive intelligence—what the competitors are offering
n What librarians are saying they want the vendor community
to offer
Customer Service
n Assessments of the “user experience” and the implications for
client service and training
THE OUTLOOK
15
Training
n Development oftraining and help materials, workshops, and on-
demand tutoring tools
Identifying Consultants
Personal referrals are the number-one method by which consultants
and clients find each other. That said, some specialized finding tools are
available:
ALA’s Library Administration and Management Association (www
.ala.org/lama/lama.htm) publishes Library Consultants Direc
tory, an annual feature of its Library Administration and Man
agement magazine.
As well, ALA’s American Libraries features consultancies both
in print and online in ConsultantBase. The Library Building
Consultants List (https://cs.ala.org/lbcl/search/) is a good start
ing point for libraries, administrators, and architects who want
to employ a library consultant.
Similarly, the Special Libraries Association (SLA) Consultation
Services Committee developed the CONSULT Online (www
.sla.org/consultonline/) directory of SLA members who are
library consultants.
An independent finding tool is Library Consultants Directory On
line (www.libraryconsultants.org), which lists a limited number
of consultants by name, expertise, or state.
State libraries typically offer the services of consultants on staff or
can make referrals.
National, regional, state, and local library associations are excellent
as sources of pointers to potential consultants.
Specialized library associations (e.g., American Association of Law
Libraries) are often the best places to go when it comes to finding
experts focused on a given type of library or operational area.
Presentations given by consultants at conferences offer a preview of
their competencies.
THE OUTLOOK
16
Of course, you could hire a consultant to first prepare your RFP and then
find, evaluate, and hire another consultant.
Opportunities within the Library Community

The current climate of downsizing and a graying workforce (Stevens 2005)
promises to offer new opportunities for consultants for decades to come.
Of the key drivers, three are particularly relevant for library consultants:
n Evolving demographics
n Information technology developments
n Evolution of what libraries—and librarians—actually do
Demographics: Will Retirement Translate

into an Increase in Consulting Projects?
The Bureau of Labor Statistics placed librarians seventh among occupations
with the highest percentage of workers age 45 years and older in 1998 and
estimated that 46.4 percent of librarians would leave the workforce during
the period 1998–2008. It would be natural to expect our library schools to
produce the replacements for the many thousands of retiring librarians.
However, annual statistics collected by ALA’s Office of Accreditation show
that both enrollments and number of faculty remain stable; in other words,
it does not appear that the library profession is attracting significantly
greater numbers.
Such demographic trends prompted the 2004 Institute of Museum and
Library Services initiative to recruit and educate new librarians (funded to
the tune of $14.7 million) and a 2005 award (almost $1 million) to the
University of North Carolina at Chapel Hill for a national research study
on the future of librarians in the workforce (see http://libraryworkforce
.org/tiki-index.php). Nevertheless, it will take time to correct a situation
that has developed over decades.
Although a graying profession might suggest a bonanza for scarce new
graduates, Rachel Singer Gordon advises librarians to “heed the facts. . . .
before visions of jobs and promotions dance in our heads, let’s look at
some more data.” She goes on to point out that quite a few librarians may
in fact work past age 65, and that those retiring are leaving management
THE OUTLOOK
17
positions that may not be filled, and certainly not by recent graduates
(Gordon 2004).
In the face of such statistics, would-be library consultants could do
well to look at the demographic developments in the regions and niches
they consider to be their markets. One analogy worthy of consideration is the
pattern seen in large technology firms whose ventures into downsizing led to
rehiring former staff as contractors. Yet it cannot be assumed that libraries
will hire consultants to pick up the work formerly done by retired staff.
The bottom line is that the information and knowledge management
arena is so dynamic and evolves so quickly that predictions would be fool
hardy. What we do know is that there is an increasing management awareness
of the cost of not dealing appropriately with information challenges. That
awareness is our consulting opportunity because we library and information
science professionals can help address any such challenge.
Information and Knowledge Management

Is the Domain of Librarians
The future of libraries and librarians has been the subject of a great deal of
speculation, mostly resulting from the tremendous technological change
over the past few decades. Yet there is a general sense that librarians will
continue to be needed, albeit with new functions and roles to play for their
respective communities and stakeholder groups.
The “now that we have the Internet, we won’t need librarians” scenario
did not come to pass. On the contrary, many organizations are realizing
the value librarians can bring to every aspect of their knowledge-based
operations. They put librarians to work in their intranet shops, records
management departments, competitive intelligence units, patent offices,
customer call centers, information support and data mining operations,
and client relations management teams—because librarians have the
appropriate information and knowledge management skills.
By keeping an ear to the ground and monitoring trends, consultants
can often identify developing demand for new or specialized types of ser
vices. Consider the hot areas emerging after 2000—social networking
tools, virtual worlds, communities of practice, to name but a few. Special
skills in emerging areas can represent a significant advantage for library
THE OUTLOOK
18
consultants. At the same time, we must avoid focusing exclusively on too
narrow a range, for the relentless pace of change will continually require
us to learn new skills.
Opportunities Outside the Core

Library Community
Wander into any conference dealing with information technology, and
you will see a crowd of professionals struggling with challenges connected
to managing information and intellectual capital. Every organization must
find ways to find, procure, share, apply, and store information in cost-
effective ways, and the principles we have used in managing, say, library
content are valid as well in records centers, call centers, sales and marketing
departments, laboratories, legal counsel’s offices, HR departments—no
organization is without some issue tied to information. The trick is finding
the precise match between our particular skills and the need for those skills
“out there.”
One key step in finding that match may well be an exercise in general
izing from the specific library setting to generic organizational settings.
Cataloging skills—the art of classifying and describing objects according to a
set of rules—can be “mapped out” to inventories of many kinds (think works
of art, products in a mail order catalog, work flow procedures, and customer
interactions); skills in planning and managing public library programs can be
“mapped out” to any type of event management; and so on.
TIP
As an experiment, try describing your
own specific expertise without any
of the standard library vocabulary.
Scoping Your Own Opportunity

It would be comforting if I could prescribe a list of research steps that
would reveal the scope of opportunity for a would-be consultant in a
geographic area or particular discipline. Unfortunately, that is impossible.
Nevertheless, an enterprising individual curious about the possibilities can
THE OUTLOOK
19
consider a research project to assess the outlook in a given professional field
and sector. Logical steps would include activities like these, for example:
Assembling and assessing business statistics, economic indicators,

and employment trends.
Reading the most recent twelve to eighteen issues of trade or
professional journals to determine what subjects are being
discussed.
Monitoring the online discussion groups and blogs populated by
relevant future colleagues to get a sense of their day-to-day
concerns (e.g., the Association of Independent Information
Professionals would be appropriate if you intend to go into
freelance research).
Once you are familiar with the topics being discussed in certain pro
fessional communities, you may want to go further and look into speci
fic conditions that could be indicators of opportunity. Here are a few
illustrations:
Someone who has recently completed a records management

certificate could pose the following questions about a region or
state (some may be fairly easy to answer; others would require
quite a bit of digging or estimation based on circumstantial
evidence):
n How many certified records managers are graduating from
the certificate programs?
n How many records managers are currently employed?
n Are records management positions being advertised?
n Have there been stories in the local press about records
management challenges and solutions?
n Are local companies struggling to meet records-related
regulations?
n How are businesses going about retaining the incredible
volumes of e-mail, never mind searching through the
archives for e-mail with particular content?
THE OUTLOOK
20
n How many organizations in the area fall into certain
categories and are larger than a certain threshold size,
suggesting that they could have records management
challenges?
Someone with expertise in developing strategic plans for public

libraries could pose these questions about a geographic area:
n What are the business and demographic trends in the
urban, suburban, and rural communities?
n What are the plans for new services to be offered by existing
public libraries?
n How are library managers currently doing their strategic
and operational plans?
n What challenges are being discussed when library managers
get together?
A web services specialist might assess the potential for assignments

by asking questions such as these:
n How many businesses would fall into a category in which I
have specific experience (e.g., small specialty web stores)?
n Could I offer “turnkey” services (e.g., to local clubs, sports
leagues, or community organizations whose current web
presence is not up to snuff)?
n What could I learn from checking out the websites of
organizations listed in various directories (other than
concluding that those websites are in need of help)?
Still, when all that is done, there remains one question anyone contem
plating consulting should ask: where can I find individuals already working
as consultants in my field so that I might set up interviews?
In order to discern the topics currently occupying existing consultants—
and by extension their clients—prospective consultants would find it
worthwhile to check out the websites of information management–related
associations such as these:
THE OUTLOOK
21
Special Libraries Association: www.sla.org
Association of Independent Information Providers: www.aiip.org
AIIM: The ECM (Enterprise Content Management) Association:
www.aiim.org
Background Reading
The following list is intended as a starting point for those wishing to dig
deeper into the current career outlook in the library sphere. Any librarian
will readily be able to identify many more resources.
Abell, Angela, et al. 2006. Roles in the e-landscape: Who is managing

information? Business Information Review 23 (4): 241–51. http://bir.sagepub
.com/cgi/content/abstract/23/4/241.
Australian Library and Information Association. 2005. A worldwide shortage
of librarians. Kingston, Australia: ALIA. http://alia.org.au/media.room/
2005.10.18.html.
Bates, Mary Ellen. 2003. Building and running a successful research business:
A guide for the independent information professional. Medford, N.J.:
Information Today.
Block, Marylaine. 2004. My life as a librarian without walls. Ex Libris 233
(November 12). http://marylaine.com/exlibris/xlib233.html.
Careers-in-Business. 2005. Consulting: Facts and trends. http://www.careers-in-
business.com/consulting/mcfacts.htm.
Carvell, Linda P. 2005. Career opportunities in library and information science.
New York: Ferguson.
Cohn, John M., and Anne L. Kelsey. 2005. Staffing the modern library: A how-to-
do-it manual. New York: Neal-Schuman.
Dority, G. Kim. 2006. Rethinking information work: A career guide for librarians
and other information professionals. Westport, Conn.: Libraries Unlimited.
Goben, Abigail. 2006. Publishing: A tale of library skills. Info Career Trends
(September). http://www.lisjobs.com/newsletter/archives/sept06agoben
.htm.
Gordon, Rachel Singer. 2004. Get over the “graying” profession hype. Library
Journal (January 15). http://www.libraryjournal.com/article/CA371074
.html.
THE OUTLOOK
22
———. 2006. The NextGen librarian’s survival guide. Medford, N.J.: Information
Today, Inc.
Heye, Dennie. 2006. Characteristics of the successful twenty-first century
information professional. Oxford, U.K.: Chandos.
Institute of Museum and Library Services. 2006. Study overview: Future of
librarians in the workplace. http://libraryworkforce.org/tiki-index.php; and
see the related links.
Karoly, Lynn A., and Constantijn W. A. Panis. 2004. The 21st century at work:
Forces shaping the future workforce and workplace in the United States.
Santa Monica, Calif.: RAND Corporation. http://www.rand.org/pubs/
monographs/2004/RAND_MG164.pdf.
Matthews, Brian S. 2006. Librarian as entrepreneur: A blueprint for transforming
our future. Info Career Trends (November). http://www.lisjobs.com/
newsletter/archives/nov06bmathews.htm.
Pemberton, J. Michael, et al. 2006. Creating your career: Minding the gap.
Info Career Trends (July). http://www.lisjobs.com/newsletter/archives/
jul06pemberton.htm.
Plunkett’s Consulting Industry. Various consulting industry statistical packages.
Houston, Tex.: Plunkett Research. http://www.plunkettresearch.com/
Industries/Consulting/tabid/153/Default.aspx.
Sabroski, Suzanne. 2003. Super searchers make it on their own: Top independent
information professionals share their secrets for starting and running a
research business. Medford, N.J.: Information Today.
Schontz, Priscilla K. 2004. The librarian’s career guidebook. Lanham, Md.:
Scarecrow Press.
SLA Special Libraries Association. 2007. 2006 SLA salary survey and workplace
study. Washington, D.C.: Special Libraries Association. Updated annually.
Stevens, Laura. 2005. Where the jobs are: Librarians break into strategic roles.
Wall Street Journal, April 20. http://www.careerjournal.com/salaryhiring/
industries/librarians/20050420-stevens.html.
Webb, Jela. 2005. Setting up as an independent consultant. FreePint Newsletter
16 (6). http://www.freepint.com/issues/160605.htm#feature.
THE OUTLOOK
23
3
The Realities
of Life as a
Consultant
A s with most other areas of life, consulting has both an upside and a
downside. I review the positive aspects of self-employment in this
chapter, along with some realities that should be kept in mind by anyone
contemplating the move.
Consulting Is Attractive Because . . .

It is important to be realistic when lining up your reasons for wanting to set
up a consultancy. Identifying what benefits and rewards mean most to you
will help you cope more easily and feel less disappointed or stressed when
challenges do arise. Never underestimate the value of talking things over
with a trusted colleague who understands your profession. Independent
consulting is a career with unique benefits and frustrations; it is not an
easy refuge from an undesirable job situation.
Let’s consider the popularly imagined—and sometimes real—attractions
of being a consultant. Then, we can look at some associated realities.
I Make a Difference
In assignments where the client needs holistic help, there is a special reward
in being able to say, “I came, I studied, I came up with a solution.” Clients’
24
gratitude is a powerful motivator to keep going in our business: “We are
so pleased with the system you selected.” “Your recommendations for the
strategic direction were right on.” “We are relieved we could address the
issue you flagged before it got too serious.” “Soon after we rolled out the
new intranet with your recommended marketing, we had tremendously
positive feedback from the key groups.” And so on.
A special source of satisfaction is the knowledge that we helped instill
new skills in others. Sure, as a consultant you can perform an assignment
as directed, but it is an added pleasure to know your skills were passed
on so that the client staff are in a position to do things they could not do
before you got there.
My Experience Can Benefit Many

Typically, employees do not get to spend most of their time applying core
skills; the very operation of an organization demands time for meetings,
administrative paperwork, and the like. Consultants have an opportunity
to concentrate on activities in their area of expertise—which is likely to
make them say, “I love what I do.”
Taking on an assignment for a client provides a focus—much in the
way we expect there to be a focus for an architect we hire to design a house
or for the person we call in to dry up a flooded basement. As consultants,
we can direct our experience closely at the client’s overall or specific
challenge—and achieve noticeable results quickly. Thus we can deliver
beneficial results, not just to one employer, but to several clients in a given
period of time.
Once completed, assignments give consultants a sense of pride: Look
at what we accomplished together! Consultants get to have a sense of
successful closure more often than some employees do. But they pay for
that in subtle ways, as we shall see.
I Get to Keep My Sanity

“I can’t take the personality conflicts and the office intrigue.” “The
endless meetings with no noticeable results are driving me crazy.” Most
consultants avoid such common employee aggravations, though they face
other challenges unique to consulting.
THE REALITIES OF LIFE AS A CONSULTANT

25
I Can Choose My Projects
Very successful consultants do indeed get to choose their assignments and
clients because demand exceeds the time available. But many consultants
probably accept the majority of engagements offered because there are bills
to pay. Still, a consultant has to decide: Even though I am busy, should I
take on this project because it will enhance my career? Am I inclined to
accept this project because I need the money?
Newly established consultants may feel they ought to build their
practices by taking on as much work as they can manage. The risk here is
that overcommitting could have adverse consequences.
I’m at Home
Working from home is a likely start. The expense of a rented office is not
warranted when there is no way to predict income, and in a business where
clients rarely need to see our “digs” it makes sense to build a business from
a home office. Naturally, working at home brings numerous advantages;
being able to look after a family is just one.
I’m In Charge of My Own Schedule

“Not having to race out the door in the morning is a blessing! In fact, I get
a lot done as I’m having my morning coffee.” “My stress level is way down
now that I’m not fighting rush hour traffic every day.” “I work harder than
I ever have—but I love the flexibility.” In today’s fast-paced life, the ability
to fit appointments, shopping, and chores comfortably into the schedule
is understandably appreciated. “I don’t mind working late at night when I
know I have a free morning the next day to take care of errands.”
Your Reasons
You are reading this because you are considering the possibility of becoming
a consultant. What are your personal motivations? Listing the circumstances
and drivers that make you consider the move is a good way to structure your
thinking and your discussions with family if you have one:

26
Are there home life concerns or enablers?
n I can bring up my young children at home while still
earning money.
n My teenagers need me, and I can still keep my sanity by
working on projects.
n My income is not a crucial factor in paying the mortgage;
there is leeway while I build a business.
n As an empty-nester, I have the freedom to focus on my
consultancy.
n My aging parents need a fair amount of attention, and I can
assist them more easily in a flexible work environment.
Do you want a change in lifestyle?
n Office life is too stressful.
n I have the opportunity to retire early with a package, but
I’m not ready to stop working altogether.
n My spouse has retired and we want to be able to travel quite
a bit.
Are there extrinsic drivers?
n In the upcoming merger, my job may be eliminated.
n We are moving to another part of the country; it’s an
opportunity to do something new.
Consulting Is Challenging Because . . .

When considering any dramatic career move, it is essential to seek out the
experience of those who have gone before. In so doing, you can learn much,
and it is a wise investment to spend time with established consultants when
planning to enter their ranks. Keeping in mind that those already active as
consultants could be concerned about new competitors joining the field,
and with due regard for the generosity of future colleagues who take the
time and trouble to be your consultant in the consideration phase, explore
some of these topics with those who have been there:
n What made you take the plunge? How did you feel about it?
n How did you prepare?

27
n Where and how did you connect with your first clients?
n How did you go about crafting proposals, deciding what to charge,
and otherwise scoping your offering to the clients?
n Were there surprises along the way?
n In retrospect, would you do some things differently?
n What advice would you give those considering becoming consultants?
The following brief overview outlines some key themes in the answers
you may hear. Note that these themes pertain to just about any kind of
consulting and are not specific to library consulting per se.
I Can’t Predict My Income

In today’s economy, job security is a fond memory. But for many, holding
a job and having reasonable prospects of earning predictable income
for several years beat the need to sell oneself every month. Seasoned
consultants may be less concerned because their long track record and
reputation generate a consistent stream of inquiries from potential clients.
Newer consultants must deal with the fact that, for some years at least, a
steady income cannot be taken for granted.
From a financial perspective, setting up a consulting practice is similar
to establishing any kind of business—except that you are unlikely to be
sitting in front of a banker, presenting a business case for a startup loan to
finance manufacturing or service facilities. There is no inventory to buy;
the goods to be sold are in your head. But the need for financial resources is
there nevertheless. Naturally, personal circumstances are different in every
case, and there are no standard rules to go by other than the guidelines
dictated by your level of confidence and comfort with risk.
One contract position, then another, and another can gradually
evolve into full-time consulting, but such a smooth transition will not
happen for everyone. Having sufficient financial resources to meet your
obligations even if you make no money for a year or more may be as good
a yardstick as any. Unless there is a long lineup of eager clients waiting to
be served, it would be risky to assume up front that income is going to flow
immediately and steadily thereafter in the first few years. The advice of a
financial planner should be sought in any case, since you must understand
fully the tax implications of self-employment.

28
If you are not single, your spouse must be assured that your family’s
financial resources can handle periods of low income. Be sure to work out
a “plan B” together. If you do not have your spouse’s wholehearted support
for going ahead with setting up a consultancy, you could be adding to your
stress level.
Schedules Are Uneven

Most consultants working alone or in small teams will point to the challenge
associated with the vagaries of project timing: one quarter they are run
off their feet; the next the clients are considering their options. Fiscal year
end sometimes drives a flurry of activity when clients decide they do not
wish to forfeit budgeted funds; consultants serving the public sector have
experience with this feature of scheduling.
For many consultants, a strong network of potential subcontractors
is essential for meeting peak demands. Conversely, subcontractors may
make themselves available to colleagues whose peak business periods are
different from their own.
Seasoned consultants offer a key piece of advice: do not accept projects
if you cannot deliver them. Every new contract is welcome, but terrible
stress can result if you take on more than you can handle. Experience tells
consultants that it is better to say “I am not available until June” than to
agree to an April delivery that causes personal havoc. In fact, we know that,
generally, clients are willing to wait a month or two (because their own
time line estimates may have been overoptimistic too).
TIP
I have worked several months at a
stretch without a single day off when
the projects piled up. Could you?
Some Projects Are Quite Stressful

Though I have been fortunate and look back on many enjoyable projects, it
is realistic to expect that some assignments will be challenging for reasons
that are neither professional nor technical. Sometimes you know right

29
away that an assignment could be stressful—for example, potential clients
come back to you several times with a request for proposal revisions,
are unavailable because of travel, or are late in supplying promised docu
mentation. On the other hand, dealing successfully with the challenges of
a “difficult” assignment is a professional learning experience that could be
valuable later on.
There Is an Impact on Family Life

If you aren’t single, your move into consulting may have quite an impact
on those closest to you. Your irregular work hours, travels, and un
predictable income can be sources of friction. It is important to prepare
family members for the changes associated with the new venture.
More important, your family members may have trouble recognizing
that you are “at work” when you are at home; they may find it difficult
at first to leave you in peace. A home office with a door to close could be
all that is needed, but experience suggests it may take a while before all
members of the family really understand that you are not, in fact, at home
in the traditional sense while your office door is closed. As a down-to-earth
example, you may want to find ways to ensure that typical domestic noises
emanating from pets or children do not become apparent to clients on the
phone.
Single consultants have the luxury of working all hours without
affecting anyone else’s schedule. In fact, they often do work all hours,
as they choose, for example, to craft reports at night when they are not
meeting clients or taking care of daytime errands.
Work Is All Around Me

When work is within a few feet of you every minute of every day, you
may find it difficult to put it aside, and its physical proximity may make
it harder for you to experience true leisure. Salaried employees tend to
consider their homes to be their sanctuaries; home-based consultants may
want to get out of the house in order to relax. That said, consultants who
spend a lot of time on client premises often comment what a luxury it is to
“not have to go anywhere this week.”

30
I’m Isolated
Unless you work for an established library consulting firm (and there are
not many of those) or spend most of your project time on the client’s
premises, you are likely to be working alone. For some, that is a significant
challenge. Some consultants comment on their surprise in discovering just
how difficult it is to work in isolation. Not being in an office provides a great
deal of freedom—sure we can watch a favorite show in the afternoon if we
like—but being outside a standard workplace requires discipline and focus.
Quite a few consultants are so wrapped up in their projects that they
can’t wait to hit the desk in the morning and in fact spend much more
than a typical workday “at work.” Others find it is possible to generate the
necessary income without working flat out. Regardless of personal style
and preferences in terms of scheduling work hours, strong planning skills
are a plus—especially if several projects are under way at the same time.
Staying connected professionally is less of an issue today than it might
have been in the past, thanks to e-mail, blogs, and the like. Being active
in relevant professional associations is a good way to replace the missing
office conversations with a reasonable level of social interaction.
TIP
Don’t relegate yourself to a cramped corner of
your residence. You are going to spend a lot of
time in your home office—so make it pleasant.
A basement is not recommended unless

there is a walkout—you need fresh air and
natural light. A spacious bedroom could be
a good option if you need to be able
to close your door.
Spend the necessary money for a large office

desk and cabinetry with plenty of storage so that
you can maintain a tidy environment. You want
to feel good being in your office.
And don’t forget plants and art. An office

does not need to be sterile.

31
4
Personal
Characteristics
Is Consulting a Good Fit?
W hen librarian consultants discuss among themselves the key rea

sons they are successful, they often focus on a set of personal char
acteristics that enable them to tackle the challenges associated with project
work and deliver the results clients want. Key among those characteristics
is a rock-solid belief in their own abilities and a capacity to avoid becoming
depressed or insecure as a result of any untoward project experience.
Some librarians who have become consultants comment that their
motivation was a feeling of being out of place in their jobs. Others point
out that, in fact, the strong client and service orientation, work ethic, and
people skills typical of librarians are major success factors for a consultant.
If you are confident that your personality is well suited for consulting, by
all means skip to the next chapter, where we deal with the nitty gritty of
determining whether there is a market for our intended services.
On the other hand, stepping back to take a look at what motivates and
frustrates you can be helpful, just as it is wise to prepare for the situations
you know will generate a feeling of stress. If you haven’t already participated
in exercises designed to characterize personalities, you may want to invest
in reading up or getting a professional evaluation. A handy inventory of
personality tests can be found at
http://en.wikipedia.org/wiki/Category:Psychological_tests
32
and several websites provide an opportunity to self-test:
SimilarMinds.com is a resource for personality tests and personality
psychology.
The Human Metrics Jung Typology Test (www.humanmetrics.com/
cgi-win/JTypes2.asp), based on Jung-Myers-Briggs typology,
sheds light on your preferences and personality type.
The Big Five Personality Test (www.outofservice.com/bigfive/) is
derived from scientific psychological research, and the feedback
provided to participants is based on statistical analyses of large
amounts of data.
Crucial Innate Characteristics

and Learnable Skills
Academic programs, with good reason, cannot cover in depth the vast
array of challenges awaiting graduates in the workplace, much less the
situations unique to consulting. Consultants often comment that such
difficult-to-nail-down skills as being able to think on their feet, being good
at facilitating teamwork, interpreting interpersonal dynamics quickly, and
formulating complex subject matter clearly and concisely have been critical
success factors for them.
In my own experience, certain personal—as opposed to professional—
abilities and skills are vital for maintaining a positive outlook and for staying
calm. Again, some general skills are needed by consultants in all industries,
but the knowledge-intensive nature of the “library space” and related areas
does produce certain characteristic challenges calling for specific strengths.
Below, I comment on innate characteristics that would be difficult to learn,
and on some skills that can more readily be learned.
The examples I use for illustration are extrapolated from decades of
my own experience and the experience of colleagues; they do not point
to specific projects or organizations. I stress that each example is but one
among many possible ones. The skills I feature are helpful regardless of the
size of the project or the fee.
PERSONAL CHARACTERISTICS
33
Innate Characteristics
Extreme Patience and Emotional Detachment
The intranet-revamping project seemed straightforward at the beginning.
Then some unforeseens turn up: budget cuts eliminate a key resource, and
the employee who has been in charge of the project is transferred to another
department. In other words, the client’s situation is in flux and it is less clear
how you, as a consultant, can best be of service now. You are personally
keen on the strategy you recommended, but it seems to be unachievable.
On top of it all, one staff member believes you aren’t necessary—the staff
could do the project themselves, without you. Meanwhile, employees in
the organization keep complaining about the state of the intranet.
One can lose sleep over less-than-ideal situations. Empathizing with
technical services staff who are overwhelmed with the volume of work,
agonizing over interpersonal conflicts among staff, chewing over that
presentation to management—it’s easy to allow client concerns to invade
one’s consciousness in the middle of the night. Of course, as consultants we
must care about our clients, yet we need to keep a professional distance—
and we are the more valuable for so doing. We need to realize that things
aren’t perfect in any organization, and that unless we are specifically hired
to address organizational issues we can’t deal with them.
Patience is a required attribute. Things do not happen at our pace;
legitimate corporate concerns may intervene to delay our projects. What
to us looks like a two-week affair could require four approvals from people
who may be engaged in higher-priority efforts or may be on vacation.
Our direct clients may not have the clout we wish they had in their orga
nizations. We may hand in a brilliant report and ache when we see nothing
happening. Time and again I have had to remind myself that, although the
report I handed in a week ago looms large for me, it may be but one item
on a very long list of matters demanding the client’s attention.
Moreover, we need to detach from the outcome of our work. To be
sure, we passionately do our best to recommend what should be done.
Then we must “get off the project” emotionally, because it is up to the
client to proceed. You may find yourself wishing you could hold the client’s
hand long after the conclusion of a project—but it’s unlikely.
As for client staff apprehension about the consultant, consider that
to some you are a bright light and to some you are a potential threat. In
34
the latter case, remember that any wariness is not a commentary on your
professional qualifications. And hone your trust-building skills!
Questions to ask: Can I get over it if a client does not act on my recom
mendations? Can I deal with repeated delays and repeated requests for
clarification of my proposal without feeling stressed?
Comfort Working Alone: The Buck Stops Here

(if you are a sole or the lead consultant on the project)
In a strategic planning project, you have met with the chief librarian and
with all the library staff, individually and in small groups. They have
provided their input and viewpoints, even painted scenarios they would
love to achieve. You have reviewed the documentation they made available
and poked into the work flows and tools they use. Now you are on your
own, and you must pull together a coherent presentation of your findings
and come up with a set of recommendations the chief librarian can both
get buy-in for and implement. There is no one to bounce ideas off, no one
to ask for confirmation, no one to encourage you or offer you ideas. It can
be very lonely.
Confidence is key. I am happy to carry out solo projects, just as I
appreciate the opportunity to assemble a small team.
Engaging other consultants to collaborate on a project can be a wise
approach and can be a strong advantage for the client. There are significant
benefits in partnering with others, but they are predicated on your absolute
trust in the quality of the work the partners produce.
Question to ask: Do I have the experience and courage of conviction
to advance a set of recommendations without bouncing them off any-
one else?
Ability to Focus, Prioritize, and Schedule:

Time Management
Just as you have created a skeleton document for a project deliverable
due next week, the phone rings. A colleague needs, by later today, some
estimates for a proposal she is preparing. Three hours from now there’s
a conference call with members of a committee you are chairing in
your professional association, and you haven’t had a chance to read the
35
background materials. A check of your e-mail reveals that another client is
asking whether you could provide the text for a job posting for a position
you recommended adding to the team in a report submitted two weeks
ago. The presentation you are giving a month from now is not going to
prepare itself. And so on.
The unforeseen and the unpredictable are not unique to consulting,
but they are special challenges for consultants—who, naturally, cannot tell
their clients that “due to a higher than expected volume of inquiries this
month, the report due on August 30 will instead be delivered on September
15.” We need to be quite ruthless in determining how to spend each hour
of the day. Nice-to-do tasks, such as reviewing resumes for students at
the local library school, often end up getting done during what full-time
employees consider time off. Our top priority, day in and day out, is the
paying client. But can you tell the library school students, “Sorry, I didn’t
have time for those resumes after all”? Of course not. Everything we have
committed to do must be done—dust bunnies or no dust bunnies.
One trick I learned to appreciate is the insertion of uncommitted time,
“just in case,” into any plans. Something will inevitably spill into such uncom
mitted time, and knowing I have some maneuvering room reduces stress.
Questions to ask: Can I keep track of the multiple streams of activity in my
life? Can I quickly switch gears?
Knack for Absorbing Lots of New Information

Quickly and Seeing the Big Picture
The public library must understand the changing demographics of the
community and determine how those changes translate into new services.
You are called upon to create a service strategy tied to constituent needs.
The library’s director has amassed a considerable amount of documentation
and statistics concerning the demographic, economic, business, and social
trends in the community. In order to design the most appropriate series
of investigative events, you need to understand what all that information
means.
Ingesting and digesting information to draw out the key themes and
areas in need of further scrutiny is a special ability that gives a consultant
a considerable advantage. It is a success factor for a consultant to be able
to spot quickly the meaningful details and distinguish what needs high-
36
priority attention from what can safely be relegated to a lower position on
the list of concerns.
Question to ask: Can I get a sense of the main themes in a pile of documents
without spending a week reading?
Learnable Skills
Communication
In a public sector organization without a library, a relatively new depart
ment manager has noted the need for improvements in the practices
associated with research and document management. Thanks to a creative
response to his RFP for a “Library Study,” you won the contract. You
soon realize that there are challenges over and above determining what
approach to information management would be the most valuable. Why?
Because there is wide divergence of opinion in the organization as to the
need for “information and knowledge management.” It is clear to you that
the skepticism about any type of “library” (physical, virtual, professionally
staffed or not) stems from several factors often encountered in knowledge-
intensive organizations: the subject experts have developed their own ways
of dealing with the information they manage and are loath to change their
personal habits, much less surrender their files to be managed by someone
else. In other words, you have a communication challenge—a selling job—
on your hands.
Your interaction with the staff must be extremely nuanced. It would
be untoward to imply that highly educated and expert individuals are
doing something wrong, but you still need to get to the bottom of how
each staff member finds, stores, and later is able (or not) to retrieve various
information objects. Therefore, in collaboration with your client, you
craft your “message” in such a way as to emphasize that you are there to
find ways to save everyone time, relieve stress, and improve productivity.
Your message will, no doubt, be adjusted according to the perceptions of
staff members; some will welcome the prospect of someone at last doing
something; others may be less sure they can see the point of the exercise.
Similarly, when documenting findings, consultants must put their ob
servations carefully. Though the direct client may well agree wholeheartedly
37
with everything we have to say, there can easily be sensitivities on the part
of his or her colleagues over what they perceive to be implied criticism.
Question to ask: Do I believe I am able to help others see my vision?
Projection of Authority and Competence

An academic library needs a complete renovation with specific attention
to technology needs and the evolving work styles of students (who expect
wireless access to everything, a coffee shop, somewhere to stow their back
packs, etc.). In addition, the library wishes to enhance the opportunities for
interaction between staff and students, and in general to offer a welcoming
and comfortable environment for everyone.
You’re on a team of experienced consultants with bold ideas for the
renovation. Each of you must instill in the client stakeholder team a sense
that “they have come to the right place.” You must assure the stakeholders,
from the very first moment, that you will deliver a conceptual plan that not
only addresses the stated requirements but also brings flair and creativity
so that, indeed, the library can become a contemporary academic learning
space showcase.
Naturally, we show artists’ drawings of our vision and in many other
ways substantiate that we understand and creatively approach the elements
to be considered in the overall design (e.g., daylight is of short duration for
several months in the location in question; noise dampening is a major
concern; changing requirements over the longer term indicate a need for
movable partitions and walls). But we must also, as individuals, project the
kind of authority and competence that will make the client stakeholders
feel comfortable entrusting a monumental project to us. How is that done?
There is a fine balance between professional certainty (“this is the way to
go”) and openness to alternatives, and it’s a subtle process to manage the
confidence of the client as the project evolves from contract negotiations
through the delivery phases.
Question to ask: Do I feel, or am I told, that my project expertise, experi
ence, and knowledge come across?
Managing Relationships and Building Rapport and Trust

We consultants need to work hard on our relationships with clients who
extend trust in hiring us. Aside from the financial investment, the client
38
must feel comfortable supporting us throughout a project. We want the
client to feel proud introducing us to the staff, and we want the client to
harvest the accolades when the project succeeds. In addition, we want
all staff members to come away with a sense that “that was one fantastic
consultant our VP hired.”
So here you are, having earned the trust of a client through a high-
quality proposal and a convincing initial meeting. As the project gets off
the ground, you become aware of strong convictions among staff as to
what should be done, and of a lack of enthusiasm on the part of some.
In such a situation (and I stress that they are the exception, yet to
be expected at some point in your consulting career), it is wise to spend
time on the trust-and-rapport front, as opposed to dealing strictly with
the technical matters. Winning over reluctant staff members through
relationship management skills is likely the best approach.
What do relationship management skills look like in practice? Only
you can tell. My experience is that small gestures such as “Would you have
time for a coffee?” can work wonders in providing opportunities for more
relaxed conversation so that the consultant and the staff member become
human beings with shared concerns. I have found that, once I have had
an opportunity to express that “I understand why such a development
could be an issue” or “I have seen that difficulty in other settings too,” staff
members become less anxious.
Questions to ask: Am I secure in dealing with client staff as people? Can
I show my own humanity in a dignified way so as to allow them to show
theirs?
Negotiation
The RFP mentioned no budget figure. You prepare a proposal showing
bronze/silver/gold scopes of effort so that the potential client can consider
options. The client reacts positively, indicating (understandably) a desire
for the gold option at the bronze or silver price. What to do? You don’t
want to adopt a take-it-or-leave-it stance (just yet), nor do you want to
undercut industry standards.
Perhaps this is a project you don’t really need—and given the client’s
apparent innocence in terms of understanding the scope of the effort,
you may hesitate to get involved. But perhaps it is a really interesting
39
assignment, one in which you could bring several associates on board who
would be keen and effective.
You get to work creating a new document showing further options,
stressing the value of each and pointing out how the client can determine
at each phase whether to proceed, thus protecting the option of not
committing further funds beyond an initial orientation and some high-
level plans for consideration.
The client responds with further communication indicating a reluctance
to go beyond a certain investment. At this point, you have drawn on your
colleagues’ time and spent lots of your own.
In some cases, it is possible to meet with the potential client face to face;
in others, it is a matter of a strict exchange of formal documents. In the
latter case, I would recommend preparing one last proposal, emphasizing
how staff involvement in some tasks could reduce fees. And then I would
mentally focus on the belief that I have done my professional best. Should
the potential client go with a cheaper offer, you will know that you have
probably been spared a stressful project.
In other cases, the potential client may realize that there are more
complexities than at first were known. You may then be asked to offer ser
vices focused on scoping and defining the project. The end result here could
be that, in effect, you end up writing the RFP that will garner the client
the best consultants for the job (meaning, possibly, that you are out of the
running for the job itself). Ideally, your dealings with the potential client
make him or her realize that you are indeed the person to engage, thanks to
your in-depth knowledge of the nuances of the challenges at hand.
In chapter 6 we discuss fees. Suffice it to say here that we library
consultants owe it to each other to uphold a minimum fee standard—even
in a client environment where funding is not typically ample.
Question to ask: Am I able to deal dispassionately with protracted dis
cussions in the phase leading up to an engagement—without getting
exasperated?
Business Management and Planning

Even though I am a solo consultant, I am still a business. I become—
temporarily—a slightly larger business when I engage two or three subcon
tractors to assist in a project. I must balance my personal desire to provide
40
the utmost quality for the client at a reasonable fee with the pragmatic
need to generate the proper relationship between income and operational
costs. Therefore, even though my accountant takes care of the tax returns,
I need to have a firm grip on income projections and on the cost of doing
business, and I need to be quite savvy when it comes to providing client
service at minimum cost to my business. For example, if I’m working on a
fixed-price contract, do I take the train or fly to meet the client? What are
the business implications for me of the savings from taking the train versus
the investment of extra time?
Question to ask: Do I feel secure that I make the best business decisions
when it comes to running my practice?
Confidence
I put this skill last because I believe it is a bottom-line requirement for
a consultant. However we acquire it, we must possess confidence in our
knowledge, experience, and ability to make a difference for our clients. We
must exude this confidence in our websites, our public appearances, our
professional association work, and our every client interaction, whether
written, on the phone, or in person. We must even dress the part.
Question to ask: Am I confident in my skills and my ability to deliver value
to clients, and does this confidence come across as genuine?
TIP
Look the part!
I appreciate the fact that my dentist’s well-
appointed office is in an elegant part of town.
I think he’s wonderful, and it’s comforting to me
to see how all his other clients must feel the
same way: his success speaks for the quality
of his work. I hope my clients get a similar
impression from my “consulting uniform”—
without thinking, “Oh, so we’re funding an
opulent lifestyle.” I strive for understated,
classic elegance and an overall high-quality look
to support the message about the work I do.
41
Characteristics to Be Concerned About
The other side of the above coin is that some characteristics can work
against us. It is prudent to be aware if you have any of the following traits:
Procrastination Is Our Enemy

Consultants soon learn that unexpected complexity in a project, or
unknown opportunities for enhancements, are common. As a result,
projects can “grow” and hence take longer than anyone estimated. It is
wise to be ahead of the curve so that there is room for unforeseen events.
Just as my aunt lives by the rule that one must always provide time for
an unforeseen influenza, so I like to create room for whatever emerges
unexpectedly. As an example, if a deliverable is due in two weeks and I’m
certain I can produce it in six days, I start now. That way, I accommodate
any possible “influenza” that may cause the deliverable to take up more
days than anticipated.
Question to ask: Can I justify taking two days off this coming week, knowing
I have four days of work to do on my deliverable due next Friday?
Perfection Is Not Always Reasonable

In the real world, good enough sometimes is good enough. Managing
any business requires judicious compromises and the ability to see, for
example, when doing a particular task will not add materially to the final
result. Perfection in a document may not get the client to the next stage of
a forward plan.
Question to ask: Is what I am doing a strategic value-added for the client?
Useful Prior Experience

It can be tempting to believe that a set of magic qualities are necessary for
success as a consultant—that, somehow, those who have made it possess
special qualifications or even special personalities. A corollary belief, then,
would be that, “Since I don’t have these particular characteristics, I can’t
make it.” The truth—given the sheer number of successful consultants
working as we speak—is that everyone has skills, education, and experience
42
applicable to certain types of situations. In knowledge-based jobs, a
staff employee is in fact called upon time and again to be a consultant
of sorts: leading project teams, dealing with library patrons, negotiating
with vendors, and the myriad other tasks we tackled in our “real jobs”
all called for creativity, thinking, weighing alternatives, assessing probable
outcomes, and plain old sound judgment. Just as it is helpful to articulate
your motivations for making a career move, so it can be enlightening to
undertake the exercise of discovering how many times you have already
acted as a consultant.
Questions to ask: What were the times I exercised my best judgment and
made a recommendation to the team? On what occasions did I take away
a stack of background documentation and return later with an assessment
and a plan? How often was I the one to do the background research so we
could figure out what others had done in situations similar to ours?
TIP
Insight into personality types comes in handy
with clients, too. Being able to gauge your clients’
personalities is helpful in terms of suggesting how
to build a productive relationship. For example,
big-picture types and detail-oriented types react
differently to information we give them about the
progress of a project: understanding where the
“hot buttons” are can help avoid unnecessary
misunderstanding, and knowing someone’s style
and process of internalizing new information is
extremely useful when it comes to crafting the
progression of a document’s messages.
Watching people interact in the client setting
helps us obtain much valuable input to guide
us as we interact with them.
43
Part Two
wuw
Getting
Established
and
Getting Down
to Business
5
Business Planning
Is There a Market—and
a Living—for Me?
A necdotal (and I might add, personal) evidence suggests that it is

possible to “just do it” and embark upon a successful consulting
career with little in the way of formal planning. As a strategy, though, such
an approach would be at odds with most of the advice out there. There is
no downside to planning ahead—and considerable upside.
Every commercial and public sector organization must somehow
generate revenue or funding. When it comes to financial viability, being
a consultant is the same as being a spa owner: if the target market desires
the services and benefits offered and has the means and willingness to pay,
there is a business. Thus the success factor for consultants ought to boil
down to the fundamental market truth that those who identify and meet a
need will be able to secure customers. In reality, it is more complex. There
may well be a market with a need for our services, but that market—for
various reasons—may not be able to pay for them (or pay at a level where
we can make a living).
What Do I Want to Do?

Precision in the definition of your future consulting practice is an
immediate requirement. At a conference, private party, or community
47
meeting, answering the question “So what do you do?” needs more than
“I’m a consultant.” Let’s add a specific description of services: “I help my
clients deal with . . .”; “My firm specializes in . . .”; “I design . . .”
Mind you, many consultants will share how they imagined themselves
offering a particular line of services but gradually added others. Expect that,
over time, the specifics of your services could change as client challenges
evolve and your own experience and interests evolve too.
What Is the Size of the Potential Market?

Documenting the existence of a market need for the services we intend to
offer is a fundamental instrument in planning. We must create a scenario
on the basis of statistics, industry studies, trade journals, and input from
colleagues. The questions we raise as we build the scenario include the
following:
n What types of organizations do I expect to need my services?
n Specifically, am I targeting certain departments within such
organizations?
n How many such organizations are there in the geographic or
cyberspace area I could reach?
n What is known about typical consulting assignments in the target
market (e.g., scope, compensation ranges)?
What Are the Trends in the Business

Sector I Want to Focus On?
Where a particular sector—say, large public libraries—is targeted, you
may already be familiar with the business conditions that can be expected
in it and with the relevant sources of information about it. If you have
a broader aim—say, human resources development—it becomes a bit
trickier to identify signs that, indeed, there is a sufficient market. Whatever
the field, we librarians have an advantage: we know how to do research. So,
undaunted, we prepare an overview of the outlook in the intended sector
(as illustrated in chapter 2).
BUSINESS PLANNING
48
How Are Consultants Currently Doing
in the Intended Market?
The most important probe targets others who are now doing what you
would like to be doing in the future. Library professionals are generally
considered strong networkers who readily share their insights with others;
it should be straightforward to set up interviews with colleagues. To be
sure, some might legitimately be concerned about the prospect of new
competitors; it is, however, equally likely that established consultants will
welcome having access to new subcontractors or new colleagues to suggest
to clients when their workload is too great.
You will want to hear what consultants have to say about questions
such as these:
n How much conventional work experience did you have when
you started?
n Did you have clients lined up in advance?
n How do you now find clients—or they you?
n Are there types of clients and assignments you prefer, and
if so why?
n How do you expect the market to evolve in the future? Is there
enough work for more consultants?
n What is your workload like in terms of volume?
n Are there seasonal variations, budget and planning cycles, or
other fluctuations to be aware of?
n Are there lessons learned or “if I were to do it over” stories?
Though colleagues are likely to offer insight into many details you
didn’t know to ask about, there could be a tendency on their part not
to dwell on the most challenging or least favorite aspects of their lives as
consultants. Similarly, the need to protect client confidentiality may limit
a consultant’s ability to be explicit.
Can I Reach My Target After-Tax Income,

Given What I Know about the Market?
Now comes a potentially scary exercise. You must assess the total gross
income you need, and whether such a figure is realistic, given the market
BUSINESS PLANNING
49
insight you have gained. In that calculation, it is vital to allow for the
considerable time you cannot bill to clients—the time spent in networking,
keeping up-to-date in your field, writing proposals, attending conferences,
preparing seminars and presentations, writing articles, and so on. It is not
uncommon for consultants to say that as much as 60 percent of their total
work time is nonbillable. A typical estimate looks like this:
Total amount needed to cover anticipated personal living expenses: _______

Add estimated ongoing business expenses: _______
Assuming an estimated x percent income tax rate, gross billings
must reach: _______
Assuming 48 weeks 3 5 days = 240 working days in a year,
if 60 percent billable, divide gross by 144 working days =
daily rate of: _______
if 40 percent billable, divide gross by 96 working days =
daily rate of: _______
Example: You estimate a need to make $70,000 a year for yourself and in
addition cover business expenses of $30,000. To reach an after-tax income that
will make these requirements comfortably possible (although business expenses
are tax deductible, they are paid up front), you determine a need to bill, say,
$150,000 a year. That points to a daily rate of just over $1,000 if your time is 60
percent billable, and more than $1,550 if your time is 40 percent billable. You
now need to know how such rates compare with rates currently quoted by other
consultants.
Important notes: Even though your intention may be to charge fixed fees
for specified deliverables, your calculations should be (roughly) translated into
work days per year—to test whether the assumptions about the volume of work
are physically possible.
If there are products (such as proprietary market research reports, books,
or similar objects) you can sell to multiple clients with minimum effort on your
part, their revenue potential offsets the above calculations.
BUSINESS PLANNING
50
Once a potential range of daily rates has been calculated, the next
questions are
n How would you feel quoting any of the rates?
n Is there a risk any given rate could limit opportunities because it is
perceived to be too high by the target clientele?
n Similarly, could a given rate be so low as to signal a lack of
confidence in the quality of your work?
If you determine that your “safe” daily rate will not yield the desired
annual gross billing, you may need to do some more digging around to
resolve the arithmetic. A financial cushion as you start could provide the
opportunity to charge somewhat modestly at first, then raise rates as you
gain a track record.
What If Business Is Slow to Build?

Plan for a modest income in the early stages of your consulting career, and
be realistic in estimating billings for the first few years.
A part-time job could prove valuable as a fallback in the early stages—
but it might also limit the time available for business development. Work
ing as a subcontractor to an established consultant may be a productive
compromise, letting you earn income while learning the ropes and build
ing a reputation.
Of course, you need some way to make up any income shortfall in the
ramp-up period. Your personal savings (or your spouse’s income) may
keep you going—but do prepare a budget showing how the expenses of the
household can be met while you are still working toward your full income
potential.
Any financial planner would recommend some basic record keeping
in order to establish whether you have any leeway in reducing expenses.
Aside from the nonadjustable expenses (such as a mortgage), what are you
spending now on nonessentials? Tallying up the small-sounding amounts
in situations where there is a cheaper alternative—for example, grabbing
a meal at a coffee shop versus taking a sandwich along—could easily have
you exclaiming, “I can’t believe $1,000 a month goes to stuff I could do
BUSINESS PLANNING
51
without!” (If all you do as a result of reading this primer is get better at
managing your money, you’re ahead of the game.)
The Business Plan

Small businesses and consultancies require a great deal of personal drive.
Vision is necessary, and your business plan is the tool for making that
vision clear. Most inspirational speakers and writers stress in their own
ways how important it is to be quite specific about what you want and how
you plan to go about getting it.
Small businesses and consulting practices differ from each other in that
the latter usually require no inventory, warehouse, shipping, storefront,
and the like. Thus certain elements in the many published guidelines do
not pertain, but it may still be useful to check some tried and true resources
for creating business plans. As an example, the U.S. Small Business Admin
istration offers many pointers (www.sba.gov/smallbusinessplanner/plan/
writeabusinessplan/index.html). Another useful source is Entrepreneur
.com.
In addition, any quick check of book resources such as Amazon.com
or your public library will lead you to published books dealing with the
subject.
A Business Plan “Alternative”

If you feel the discipline of writing a business plan is too daunting (just
yet), you may consider a “personal business statement” as a platform for
thinking about your business while you conduct more research. Such a
statement is akin to the proverbial elevator speech in that it is brief, but it
adds detail about how you are going to help your clients. For example:
n Building on my experience in the . . . , I focus on projects in the
area of . . .
n I help clients who deal with challenges such as . . .
n My typical approach involves . . .
n My typical deliverable is a . . .
When you have finished reading this primer, you may want to return
to the matter of crafting a plan.
BUSINESS PLANNING
52
6
Getting Ready
The Building Blocks
E stablishing and operating a consultancy involve several formalities

prescribed by the jurisdiction in which you live. It is useful to
remember that, although you may be a skilled consultant in your area
of expertise, other professionals would be better at filing tax forms or
creating professional-looking promotional materials. As you build your
new business, it pays to invest in the best guidance and specialized services
you can find.
Useful Bookmarks
These sites are particularly rich in resources for the self-employed:

n www.inc.com (check out the articles grouped by topic)
n www.powerhomebiz.com
n www.entrepreneur.com
The Legal Status

You need to register your business in the state, province, or country where
you live, and you must ensure that your tax affairs are in perfect order from
the beginning. An accountant and an attorney can advise you whether to
53
incorporate or to operate as a sole proprietorship. The filing requirements
and tax implications of each are worth examining in depth.
One business option is for two or more individuals to register a part
nership. Similar in nature to a sole proprietorship, a partnership has obvious
special implications related to division of roles, labor, and income.
Entrepreneur.com’s site has a section titled “How to Legally Establish
Your Homebased Business.” It begins with how to choose the business
structure. Although sole proprietorships and partnerships are the most
common, you have a choice of entities, each with its advantages and dis
advantages. Corporations and limited liability companies, for example,
present documentation requirements you may not find appealing.
The Business Name

Constructing a business name from your surname along with “and
Associates”—even if there are none—may be a good choice if you haven’t
already coined a catchy name that conveys what your business does.
Consulting rarely lends itself to clever company names the way some other
operations do.
In addition, your domain name is critical intellectual property and a
valuable asset. Ideally, your domain name is unambiguously recognizable
(as I hope www.destricker.com is). You may want to consult a reference
such as Stephen Elias and Patricia Gima’s Domain Names: How to Choose
and Protect a Great Name for Your Website (Berkeley, Calif.: Nolo, 2001).
Logo: A Visual Brand Is Powerful

The adage that “perception is reality” applies in numerous contexts
including that of your visual brand. You will want an elegant, pleasing,
and eye-catching graphic presence for your website, letterhead, report
covers, and business cards. You need a suite of electronic templates so you
can create proposals, invoices, memos, and reports easily. Engage a good
graphic artist who can devise a classy design; don’t waste time struggling
to piece together a style on your own. You deserve to be represented in the
marketplace in a professional manner.
GETTING READY
54
T h e Lo g o
John Williams at LogoYes.com compares high-end corporate logos costing

thousands or even millions of dollars with $99+ “mix-and-match” logos. It’s
worth a look to see how simple visual elements influence the overall impression
a logo conveys.
The Business Card

Entrepreneur.com’s “Networking” columnist, Ivan Misner, is sure that
the lowly business card is one of the best investments you can make: “The
business card is the most powerful single business tool—dollar for dollar—
you can invest in. It’s compact, energy-efficient, low-cost, low-tech, and keeps
working for you hours, weeks and even years after it leaves your hands!”
John Williams, Entrepreneur.com’s “Image and Branding” columnist,
advises a quality card. “Cheaper isn’t always better when it comes to first
impressions.” Pointing to examples of cards that are difficult to read and
otherwise fail to communicate clearly, Williams advises keeping the design
simple and professional. I would echo the sentiment that the investment in
a professionally designed card is well worth it.
TIP
Your visual brand is not the place
to cut costs. Cheap-looking business cards
and “homegrown” websites send the wrong
message. You want to signal that you offer
high-quality work through the quality of the
appearance you present in the public space.
You want to make sure your visual brand
readily identifies all your document
deliverables as being yours.
In practice, I have found that the most

significant value of a business card lies in
its ability to help the client find my website.
Our cards should state what we do, then
provide a prominent URL.
GETTING READY
55
So much for the “fun” part. There is more.
Taxes: Revenue
Tax advisors are quick to point out that a consulting business needs
multiple clients. It may be reassuring to have steady business from a single
client, but the tax authorities may deem you to be an employee if you
have only one or two clients. Do find out what the guidelines are in your
jurisdiction.
Naturally, whether your clients provide formal tax slips or not, you
must report every item of revenue, including reimbursements received
from clients for expenses.
Taxes: Deductible Expenses

As for expense deductions, it is similarly wise to be aware of the guidelines.
The key benefits of engaging an accountant to prepare your tax filing are
that you do deduct all legitimate expenses while avoiding deductions that
could prove problematic.
Lists of typical tax deduction expenses are readily available on the
Internet. Note that, in some jurisdictions, certain business expenses are
deductible only in part. Here is a generic overview of major expense
categories:
Legal/Financial
n Legal fees associated with the business setup or business
licenses
n Insurance (e.g., of the home office contents)
n Bank charges and credit card fees
n Accounting fees, including the cost of having your tax
return prepared
Business Operations: Home Office
n Special rules apply for the allowable proportion of overall
residence expenses (utilities, cleaning, repairs, renovation/
construction); it may be a square footage percentage
GETTING READY
56
n Office tools/supplies: computer(s), software, ink, paper,
DVDs, etc.
n Internet access in-office and on the road
n Phones and PDAs
Business Operations: Travel to Client Sites

n Airfare, accommodation, personal meals
n Car expenses: if your personal car is not exclusively used
for business, keep a log of “business miles” and deduct an
amount per mile, taking gas and wear and tear into account
(let the accountant guide you)
Business Operations: Subcontractors
n Any fees paid to others in the effort of serving your clients
Marketing and Client Entertainment

n Website and search engine optimization
n Entertainment and client meals
n Trade shows and conferences
Education and Current Awareness

n Courses or seminars relevant to your business
n Subscriptions and memberships
It goes without saying that your expense evidence must be impeccable.

Every receipt should be labeled relative to the categories above; for example,
a restaurant lunch receipt might be marked “B. Mercer—marketing—
Yorkton proposal” or “B. Mercer—project work—Yorkton.” Whatever
your approach to managing paper receipts, do it in a way that lets you put
your hands on precisely the category and date of any expense, not only this
year for tax purposes but years after the fact in case of an audit.
Ask your accountant what categories and subcategories he or she wants
you to use in totaling your deductible expenses, and supply your neat and
tidy materials well in time for the tax filing deadline.
The bottom line is that the accountant is a must-have—you want to
protect your peace of mind.
GETTING READY
57
Tracking Client Accounts and Activities
Simple spreadsheets and logs may serve us perfectly if we work for a small
number of clients in larger projects and issue few invoices each year. It could
be worth a look at the Entrepreneur.com site, however, to check whether
any of the items in the resource called FormNET (www.entrepreneur
.com/formnet/) might be helpful. You may only need a few forms, but why
create them from scratch if you do not need to?
Banking
A good relationship with a banker is a major advantage. Whatever it takes,
you should build a secure trust with your banking institution. Who knows
when you may need assistance cashing a foreign check or increasing your
line of credit?
Business account. As soon as you have registered your business, set
up a separate business bank account in the business name. Be sure that the
bank allows for slight variations in the wording of your business name. For
example, if the official business name is A. B. Cee and Associates, you want
the bank to accept checks made out to “AB Cee” or “Cee Associates” or any
other unambiguous variation.
Credit card. It is a given that your business must have its own credit
card for business-related expenses and purchases. Credit card statements
are useful in documenting expenses, although you may have to annotate
them to clarify vague entries. As well, paying certain recurring bills (tele
phones, Internet access, professional subscriptions, etc.) through automatic
deduction from the credit card account saves time. Some banks offer special
small-business credit cards, sometimes in association with a line of credit.
Line of credit. Absent personal wealth, you will want a business line of
credit to manage the timing of client payments and expenses. Over time,
you may build up sufficient savings not to need the credit line—but why
not have one?
Liability Insurance
Do you need liability insurance? The answer is, “It depends.” If your ser
vices do not involve a likelihood of damaging property or causing personal
GETTING READY
58
injury, you probably do not need insurance. You could, however, consider
using contract language to specify limitations in liability in order to minimize
the risk of legal complications. Some consultants state in their proposals that
their liability is limited to the amount of the project compensation or to
some other amount. Professional liability coverage is expensive. If there is no
evidence to the contrary, you are probably safe without it.
Some RFPs include a requirement that the bidder have liability
insurance in the millions of dollars. That is appropriate if buildings are
being constructed, but it is less relevant for the type of work many library
consultants do. In some cases, you may get a verbal assurance that the
clause is optional. It is worth being certain about what is required and
checking with your lawyer about the options.
Health Insurance
Unless you are covered under a spouse’s health plan, you will want to
purchase health insurance. Your professional association may offer a
group plan; otherwise, you are on your own.
Be sure to understand the provisions of your privately purchased group
health insurance. For example, your dental plan may cover a visit to the
dentist only every nine months, when you had been accustomed to visits
every six months (in which case you must cover the difference personally).
Research the coverage offerings carefully, and remember—you are worth
a good health insurance plan, expensive as it may be.
Office Support
As a sole consultant, you will need a support network of people to lean on.
Let’s round out the list of building blocks with a brief overview of basic
supports:
Service contract with a computer expert. Unless you have a computer
technology background, do not assume that you are the one to find the
best computer for your purposes, install software, and perform regular
maintenance. Keeping a computer running trouble free is not for amateurs.
The cost of having a computer expert visit your office every few months
GETTING READY
59
(to update the virus checker, upgrade software, etc.) is a wise investment,
and you will be glad you have someone to call on when the computer
crashes. You stand to lose weeks of precious time if you are without access
to someone qualified to restore your operations. (In fact, see if your service
supplier will keep duplicate backup CDs or DVDs for you.)
Communications gadgets. With so many offerings on the market,
seek advice on and shop carefully for the most suitable combination of
landline and cell phone plans and on-the-road access to e-mail and the
Internet.
Operational support. If you need it, get help with clerical tasks such
as expense logging, bookkeeping, filing, certain kinds of routine research,
and the like.
Your personal network. One of the benefits of working in an office
is the constant interaction with others. Working independently can cut
us off from its stream of news and small talk, so we need to take steps to
make sure we stay connected with our peers and stay aware of relevant
industry developments. To that end, it is wise to subscribe to the relevant
newsletters and trade journals. Be sure to sign up for relevant discussion
groups. Trade shows, association meetings, and seminars are other useful
means of staying in touch and keeping your professional network active.
The associated expenses are tax deductible, so there is no reason to deprive
yourself.
Finally: Keep Checking the Web

The following short list of URLs is but a small sampling to illustrate the
range of resources for small and home businesses; even though they are
not specific to consulting, they are good sources of practical information.
Government Organizations and Associations

American Library Association (www.ala.org)
Association of College and Research Libraries (www.acrl.org)
Association of Independent Information Providers (www.aiip.org)
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60
Canadian Library Association (www.cla.ca)
National Association for the Self-Employed (www.nase.org)
National Federation of Independent Business (www.nfibonline.com)
Special Libraries Association (www.sla.org)
Strategis (http://strategis.ic.gc.ca)
U.S. Small Business Administration (www.sba.gov)
Small Business Resources

About.com Small Business (http://sbinformation.about.com)
BizMove (www.bizmove.com)
CanadaOne Small Business (www.canadaone.com)
Home Business Magazine (www.homebusinessmag.com)
Microsoft Canada Small Business Corner (www.microsoft.com/canada/
smallbiz/)
Microsoft Small Business Center (www.microsoft.com/smallbiz/)
Small Business Advancement National Center (www.sbaer.uca.edu)
SOHO America (www.soho.org)
StartupNation (www.startupnation.com)
Marketing
Duct Tape Marketing (www.ducttapemarketing.com)
Guerrilla Marketing Online (www.gmarketing.com)
Marketing Library Services (www.infotoday.com/mls/)
Your Web Presence

Canadian Web Hosting Directory (http://ca.webhostdir.com)
Domain Fellow (www.domainfellow.com)
Domain Name Wizard (http://dnwiz.com)
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Find Web Hosts (http://thewhir.com/find/web-hosts/)
RegistrarStats (www.registrarstats.com)
RegSelect (www.regselect.com)
SitePoint (www.sitepoint.com)
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7
Getting Out There
Marketing
a Personal Brand
P lanning far ahead and building relationships with one’s first clients
while still having the security of employment are probably not the
norm. Still, whether the planning phase is long or short (or nonexistent),
certain strategies can be adopted by anyone wanting an improved profes
sional profile.
In my own case, I “accidentally” prepared for a consulting career
throughout my years of employment in the information industry. First,
I had customer-facing positions, so getting known by many people came
naturally; conducting hundreds of workshops though many years adds up
to a fair amount of visibility. Second, I was active in the relevant professional
association, holding various offices. Third, I wrote numerous articles and
became a familiar figure on the podium at conferences. None of this was
done with a deliberate plan in mind to one day become a consultant, but in
retrospect it laid the foundation for the credibility I enjoyed from the very
first day I undertook a client project. I am, then, in a position to state that
getting out there and creating a professional profile is essential for anyone
considering a consulting career.
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Build a Reputation
Possibly the strongest marketing tool we can create for ourselves is name
recognition and a reputation for quality. When colleagues mention us to
a potential client, the reaction should be “Oh yes, I have heard wonderful
things about her!” A strong “brand” among peers who will be providing
referrals and among those who could become clients is an essential
foundation for credibility as a consultant. Do not hesitate—if you haven’t
already engaged in them, these tried and true techniques are waiting for
you to get started:
Be a volunteer: How may I serve? Leaders in professional associa
tions—especially at the local chapter levels—often lament the increasing
difficulty of recruiting volunteers to serve on committees and boards. One
phone call or e-mail should get you launched on your association career—
and do consider that clients will look favorably upon a track record as
“Chair of this” and “Member of the board of that.”
Write: How may I share? Many editors of association-related bulletins
comment that they are constantly begging for contributions; similarly,
editors of trade and professional journals are always on the lookout for
new and fresh material to keep subscribers feeling they are getting value
for the subscription fee. Why not answer the call? If no specific topic is
burning a hole in your keyboard, ask the editors what they feel might be of
interest to the readership. Consider some common types of articles in the
professional literature:
Project descriptions: Help others by telling the story of your objec
tives, how you did it, what you achieved, and what you learned
(without revealing confidential information, of course).
New tools and resources: Save readers time through mini-tutorials on
the ins and outs of new market offerings or web tools relevant
for them.
Issues and challenges: Cut through the confusion and ambiguity
and offer guidance applicable to commonly encountered
situations across the range of legal, ethical, technical, and client
relations challenges common in the library and knowledge
management world.
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64
Organizational strategy: Shed light on the dynamics and “politics”
that may be causing members of the profession to lose sleep.
Share your successes in communication, team building, project
management—all those skills most of us did not have the
opportunity to learn in an academic setting.
Speak: How may I inspire? Why not build a dynamite presentation

from the article you just finished writing? Conference organizers are
responsible for delivering engaging programs to their audiences and
welcome opportunities for offering fresh contributions. If you feel intimi
dated, start by presenting at local association events. At all times stay in
touch with those who are serving on program committees.
In fairness, it should be stated that speaking at conferences cannot be
assumed to generate business. The attendees in the session may be wowed
by your presentation but may not be in a position to engage consultants
(although they could potentially mention you to those in that position).
It is best to regard podium presence as an effort toward establishing a
professional reputation in general.
What about a Soon-to-Be Former Employer?

It is well known that we should avoid competing against an immediate
former employer, but if you will be offering noncompeting services no
complications should arise. If you do intend to offer services similar in
nature to those of your ex-employer, a wise approach is to be open about
your plans so that an appropriate legal arrangement can be made.
It is always a good idea to ask colleagues whether they are interested
in staying in touch. They could be valuable members of your professional
network.
Marketing? What Marketing?

For many consultants, the brand-, visibility-, and reputation-related
efforts described above succeed in attracting business. The general sense is
that many traditional marketing techniques are nonstarters: “I have never
secured an engagement through any means other than personal referral”
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65
is a common statement, and the question “How do you market your ser
vices?” sometimes gets a “What marketing?” exclamation.
The academic discipline of professional services marketing has
produced a treasure trove of literature. Most of us, however, are not
operating quite in the sphere of the global firms that are a common focus
of that literature. Thus, consultants treat marketing as a craft tailored
uniquely to their clients and services. Again, you will do well to seek the
advice of someone who is well established.
Delighted Clients Are Our Best Marketers

Happy clients may not think to offer to market our services. After all, their
focus is the project they hired us for. That does not stop us from asking,
“Would you mind putting your name to an endorsement?” Should the
client be willing but signal that time is an issue, we can offer to craft a
suggestion based on the success of the assignment; chances are the client
will be glad to sign. Some clients may want to remain anonymous—in
which case we use generic designations such as “CEO, large metropolitan
public library.”
Word of Mouth Reigns Supreme

The phone rings, or there’s an e-mail: “John Barek suggested you might
be able to assist in a project we are considering—or perhaps you can
recommend someone.” You bet. We proceed immediately to learn about
the project and to ascertain whether this is one we would like to bid on.
Because word of mouth is so important, consultants value their
relationships with other consultants for the referral function. The old
adage “one good turn deserves another” is definitely true. Be sure to feed
information back to your referrers so they know in the future what kind
of projects they can confidently bring to your attention.
Should You Advertise? What about Directory Listings?

Given the effectiveness and prevalence of personal referral, some con
sultants question the need for and the results of traditional advertising,
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66
commenting that an article in a trade journal is a better instrument for
drawing attention to their services. “An advertisement makes a claim—an
article substantiates it.”
Being listed in the appropriate directories, on the other hand, is always
advisable regardless of any impression that no one picks a consultant out
of a directory. It can’t possibly do any harm.
The Website
It is important to be able to direct potential clients to a website that clearly
describes the nature of our services. Such a description offers prospective
clients a chance to get oriented about the type of projects we specialize in
and to get a sense of the clientele we serve. New clients will expect to find a
professionally designed and easily navigated site containing these elements
at a minimum:
n Narrative description of the types of services we offer
n Indication of the types of challenges we help clients address
n Representative selection of previous assignments and key
accomplishments
n List of clients (separate from the assignment list)—with names
for those who agree to be listed and generic descriptions for
those who prefer not to be named
n Links to articles and presentations
n Information about our educational background and professional
experience
Value-added content such as a newsletter or blog can be a tool for
keeping a following of interested individuals returning to the site—and,
we hope, for being the subject of collegial commentary (“I thought this was
interesting; here’s the link”). Some consultants use their websites to sell,
for example, copies of books or reports.
The work of creating and maintaining a professional services website
is not trivial. Unless your services include the design of websites—in which
case you will naturally want to demonstrate that very skill—it makes sense
to engage professionals who can achieve a reflection of the quality of the
work you do.
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The contrary view. Some consultants say, “I made it this far without a
website, and I’m not inclined to do all that work so long as business comes
to me.” It is certainly possible to be successful without a web presence—
but for someone setting out as a new consultant (as opposed to having
decades of reputation to build on), a good website is the way to go. For new
consultants the question is, Would my potential clients find me credible
without a high-quality website?
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8
Proposals and Contracts
Documenting the
Business Relationship
C onsultants often comment that one steep learning curve for them
was creating such instruments as proposals and contract documents.
Indeed, there is an art to expressing precisely what you offer to do for and
deliver to a client, and to crafting the final agreement between two parties
in a business relationship.
Proposals
Is a written proposal always needed? Even though you and your client
are in complete verbal agreement as to the proposed project, a proposal
document may be required for several reasons, one of which could be
that your direct client needs to “shop it upstairs” for approval at a higher
level. Therefore, it pays to hone your skills in developing clear, easy to
understand, and effective proposals. By “effective,” I mean that they sell
the ultimate client on the benefits of proceeding.
Are proposals always free? Some proposals are quite complex and time
consuming, and one approach could be to offer the client a free “service
offer memorandum” including a quote for preparing a detailed proposal.
The fee for the proposal preparation could then, as a gesture of goodwill,
be deducted in part from the project fee if the project proceeds.
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A proposal should include the following sections:
Background: Understanding of the project. In an introductory sec
tion, outline the circumstances and drivers leading to the need for assistance
in order to illustrate that you understand the motivation for the project. In
this section, emphasize (1) the risks, challenges, or opportunities the client
is experiencing, and (2) the fact that your firm can deliver the desired
results. The Background section is meant to reassure the reader up front
that “I understand your situation—I’m your solution” or “I understand
you want to capitalize on an opportunity—I can help make it happen.” It
is important to use language that resonates with the reader’s concerns; in
other words, the Background section speaks to meeting a specific need already
recognized. The degree to which you suggest possibilities for expanding the
scope of the originally described project depends on several factors, such as
how well you know the client. Some potential clients may react negatively
to a premature “upsell” in this portion of the proposal document.
Consultant qualifications and relevant previous projects. To a brief
but powerful description of your credentials and experience, add a short
list of projects sufficiently similar to the one at hand that it’s clear the client
is getting, if not an “old hand,” then at least someone familiar with the
territory. Depending on your previous clients’ preferences, the list may be
specific or generic (“ABC Law Firm Library” or “medium-sized law firm
library”).
References. With explicit permission from previous clients (for the
proposal at hand or ideally for any future proposal), list the name, title
and affiliation, and e-mail and phone number of those in a position to
comment on your work. (The conclusion of a successful project is a good
time to ask, “May I from now on use your name as a reference whenever
I need to?” The likely answer is yes, especially if you assure that you will
describe the project in such a way as to respect competitive intelligence
and confidentiality concerns.)
Proposed approach. Describe in high-level terms how you propose to
go about the project (the work steps come later). You may, for instance,
indicate that “a proven methodology is suggested” and go on to outline
its key elements. (Even though the suggested approach is obvious to you,
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70
it may not be so to the client or the client’s senior management.) This
section is intended to reassure the reader that you have solved similar
challenges and that you have a firm plan in mind. If relevant, this is the
place to mention that budgetary constraints point to a preliminary rather
than an exhaustive scope—so that it is clear your proposed approach is not
necessarily the ideal one but rather reflects reality.
Client support. It is vital to be up front about what your proposed

approach requires from the client. Some needs may be quite basic,
amounting to nothing more than the use of a desk and a meeting room
and access to relevant documentation. Should you require more significant
involvement as well, the proposal specifies, for example, “access to relevant
IT personnel who will assume responsibility for . . .” or “assistance in terms
of arranging the logistics of staff interviews.” The key is to spell out in
detail what you expect the client to provide.
Work steps, estimated work effort, and time line. Clients appreciate
seeing a work plan for the activities you will undertake and a time line of
work days and elapsed time. Such a plan clarifies the scope of effort and sets
the stage for the upcoming fee quotation. In addition, it lets you show the
client that you are taking into consideration non-project-related realities
such as holidays and approval process delays (if an approval of a mid-project
document or design takes longer than anticipated, the remaining project
time line is affected accordingly). Be sure to use dates with caution: “Ten
weeks after initiation” is a better formulation than “October 31” because
you have no control over the initiation date. It is important to preface any
time line overview with commentary to the effect that unforeseen events,
client assessment of interim deliverables, new discoveries deemed worthy
of further attention, and similar factors may affect the time line, and that
the proposed durations are intended as an illustration only. Naturally, you
could add that certain optional client contributions may speed up the time
line (e.g., if the client supplies personnel to execute a survey and tabulate
the results, you save time).
Deliverables. This section could be the trickiest part of a proposal.

What, exactly, will the client have in hand when the project is finished? A
blueprint? A recommendation for developing a new product or service?

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A staff training plan? A marketing campaign plan? A scheme for indexing
internal documents into the corporate repository? What level of granularity
will your deliverable have? For example, are you sketching an overall
strategic direction for others to use as guidance in creating work plans, or
are you offering to develop the work plans? Similarly, it is important not
only to describe the nature of the deliverable but also to indicate its size;
“overview” could mean a two-page memo to you but in the client’s mind
imply a ten-pager. It is better to say in the proposal “an outline in the
eight-page range” and then deliver ten or twelve pages than to disappoint
a client who thought an outline was a twenty-page affair.
Be careful not to bind yourself to deliverables that turn out, in the
progression of the project, to be inappropriate. For example, suppose the
client requested, and you quoted on, an examination and recommendation
for the harmonization of multiple databases. As you begin working, you
discover that half of the databases are being deemed defunct by the IT staff
and will be archived. Events and realities beyond your control may render
you unable to perform the full extent of an activity you had in the proposal
committed to do, prior to you or the client knowing all the relevant realities.
On the other hand, the proposal could hold open a door for clients to ask
for services and deliverables different from the ones originally requested.
(“Adjustments can be negotiated should opportunities emerge that are not
known at the outset.”)
“Best effort.” You may want to include a statement that your ser
vices do not guarantee any specific outcomes beyond the submission of
your specified deliverables. In other words, you can commit to producing
recommendations, but you have no control over what happens after
you deliver them. Similarly, your proposal should not imply that you
guarantee to fix a particular problem. Realistically, you can offer to devise
a recommended strategy and describe a series of action steps; you cannot
promise any specific effect. Check with other consultants in your field
to find out if there are commonly used cautionary clauses to consider
including in your proposals.
Proposed fees. Some consultants have no difficulty here, quoting
exactly what they want and knowing there are plenty of clients willing to
pay such fees. Other consultants are concerned about the salability of the

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proposal. The key here is that you must know what you are worth and
whether you are willing to compromise.
Fees: What Am I Charging For? How Much?

Just as your visual brand sends signals about your sophistication as a
business professional, so your fees tell a story about your value. Under
charging raises doubts about the quality of work delivered, but you may
have legitimate concerns about scaring potential clients off if the quoted
fees are high in their view. Another consideration is that you do not wish
to compromise your peers; lowballing does a great disservice to your
colleagues, and ultimately to all consultants.
A note on the extent of budget negotiations. Your negotiation can
be a brief exchange or a drawn-out process involving multiple proposal
revisions, depending on the sector, the budget, and the corporate culture.
If you do hear, “I can’t tell you what the budget is—you tell me what it
will cost,” be prepared for significant time to pass before a budget figure
emerges.
Units. Depending on the nature of your consulting, you may choose
to quote your fee as an hourly or a daily rate. Generally consultants quote
in daily rates because few consulting assignments are so short as to involve
less than several days. Ongoing as-needed brief advice or other assistance
such as drafting memos could be tallied on an hourly rate.
Packages. You may want to offer clients the opportunity to prepurchase
packages of days at a discount. As an example, if the “rack rate” is x per day,
then you might offer five days at 90 percent of 5x, ten days at 85 percent
of 10x, and so on.
Fixed fees. Many clients appreciate a fixed quote for budgeting reasons.
It is helpful to offer several options for consideration (the bronze-silver-
gold approach), as in “high-level strategic pointers” versus a “detailed
action plan.” A single take-it-or-leave-it figure may close the door to an
assignment; it is always possible to tailor a service offer to a stated budget.
When the client, for whatever reason, is unable to indicate a budget, it is
particularly important to offer some options.

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Options of scale. You might offer clients the opportunity to consider
less costly options for some elements in the proposal.
Cost Options Example
In a proposal for conducting an information audit, the fee is influenced in part

by how many interactions there are with informants (stakeholders, staff, and
all other relevant individuals giving input). You could offer a potential client a
choice in this element of the quote, as shown here:
Investigation scope of twenty interviews or focus groups:
$x
Investigation scope of thirty-five interviews or focus groups:
$x + 30 percent
In other words, show the client that there is “more input for the money” in the
larger scope—a win-win because the client gets a larger sample into the study
and you may not be concerned about working a few more days to achieve a
larger compensation. (Given that not 100 percent of days are billable, in reality
the choice could be between earning a larger overall fee or doing nothing billable
on the “extra” days.) I hasten to add that the scope of the interpretation and
recommendations phases of an information audit will probably be unaffected
by the input option the client chooses.

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Options matrix for service. In my practice, I have seen that potential
clients are pleased with a sliding-scale illustration of potential project
element scopes and outcomes. For example, in certain project elements,
there can be choices of scope for work done by the consulting team and
work done by the client’s staff.
O p t i o n s M at r i x E x a m p l e 1 :
Sc o p e o f E f f o r t
In a proposal for conducting a probe of potential public library users’ interests

and preferences, the following options could be presented:
Scenario 1. FULL SERVICE, for $x: The consulting team will design, test,
conduct, and categorize the input from twenty focus groups.
Scenario 2. SERVICE WITH CLIENT SUPPORT, for 50 percent of $x: The
consulting team will design, test, and conduct five focus groups, with
client staff in attendance to learn the process. Client staff will then
conduct fifteen sessions and provide raw notes from each session.
Scenario 3. COACHING LEVEL, for 30 percent of $x: The consulting team
will design, test, and conduct three focus groups, with client staff in
attendance to learn the process. Consultants will provide detailed
guidance for the categorization of the session input. Client staff will
conduct seventeen sessions and provide categorized notes from each,
grouped according to demographic clusters.
Although it may be attractive for the client to select the less expensive options
resulting from engaging staff, it should be kept in mind that staff members
may bring “baggage” to the project and thus lack objectivity. In scenario 2,
for example, the notes coming back to the consultants may be unconsciously
screened and weighted in such a way that the consultants are on a weaker footing
when it comes to preparing recommendations. (The purpose of consultants,
in the first place, is to ensure candor and neutrality; greater staff involvement
could introduce some compromise here.) Or, in scenario 3, the client loses
the advantage that consultants often see implications and opportunities staff
members may not see because they are too close to the situation.

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Options for deliverables. Just as we may offer options in terms of the
scope of the work to be performed, we may also offer several possibilities
in terms of the nature, extent, and detail of the deliverable.
O p t i o n s M at r i x E x a m p l e 2 :
Deliverables
Using the above scenarios, we could now quote as follows in terms

of deliverables:
Deliverable Option 1. High-level summary of priorities expressed and
strategic pointers to types of services thereby indicated as being
essential versus nice to have. (In this case, the client must figure out
what to do next.)
Deliverable Option 2. Detailed summary of priorities expressed and
specific pointers to types of services the library should consider
developing or enhancing, including examples from similar
communities. (In this case, the client has much more to go on in
terms of planning.)
Deliverable Option 3. (A) Detailed summary of priorities expressed
and specific pointers to types of services the library should
consider developing or enhancing, including examples from
similar communities. (B) Strategic plan and business plan for
implementation. (In this case, the client can proceed to budget
approval and implementation.)
What about out-of-pocket expenses? If you provide research

information to the client, your direct costs for searches are significant
expenses to be covered by the client. But in many consulting assignments,
expenses are sufficiently trivial that billing for them would seem odd. In
such cases, a safe option is to have the overall fee cover routine minor
outlays (local travel, the occasional meal).
Travel. The client cannot be held responsible for your choice of
residence—yet you cannot be expected to foot the cost of extensive travel.
If you and your client are far apart geographically, it must be clear who

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pays what expenses. Opportunities for inexpensive travel should be seen in
light of the extra stress and fatigue. “Spending an extra seven hours in the
airport for the cheaper fare was a viable option when I was younger!”
An allowance for travel expenses can work well for clients. No one
needs to get involved in the details of flights and hotels, and we consultants
may benefit from the opportunity to add personal days to a professional
visit (paying the extra costs ourselves).
If you work with a nonlocal client on a regular basis, make sure your
business arrangement accommodates the distance. For example, driving
three hours each way multiple times should be compensated somehow.
Subcontractors. Naturally, your overall quote reflects the fees you pay
to subcontractors. But do not underestimate the effort and cost of turning
subcontractors’ work into your own deliverable. Time-consuming editing
is a realistic expectation. In some cases, you may have an agreement with
subcontractors that you share the work and the fees (according to some
formula) without regard to hour-by-hour activity. When you work with
a new subcontractor for the first time, it is especially important that
you protect yourself: you don’t want to pay for what you expected to be
deliverables close to your own standard only to sit up nights fixing up an
unusable document or struggling with formatting challenges.
Contingency plans if requested. Some clients may want security
that, if you fall ill, the project will carry on. If you are featuring a team in
the proposal, it makes sense to state that team members can perform the
project work even if you should become unavailable for medical or other
emergency reasons (note: going off on other projects does not count). It
shows strength when you can demonstrate how your team will deliver, no
matter what. If you are a solo, it is wise to state that a trusted colleague can
step in for you in case of an emergency.
The RFP: What Are the Chances?

Sooner or later, you are likely to need to decide whether to respond to an
RFP. In some specialty areas, RFPs are the standard way in which clients
reach and select consultants. Consider the following in the context of your
business:

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Some RFPs are instruments for client orientation in that there may
not be any firm commitment to proceeding. In other words,
the issuing entity will defer a final decision on the potential
project until responses have been received. As a consequence,
consultants may be reluctant to put too much effort and detail
into their responses.
The RFP may set out a structure for the proposal document that
is sufficiently different from that of your customary proposals
that significant work is needed to fit the pieces into place. In
addition, it may require some ingenuity to insert elements you
consider important over and above the sections or chapters the
RFP explicitly demands. (One approach I have used is to show
in each section title the number of the section in the RFP that
is being specifically addressed.)
The RFP may stipulate requirements so specific and detailed that
it is difficult to prove they can be met. Moreover, you may feel
that a different approach than the one spelled out in the RFP
would in fact be preferable—and a bid in response to an RFP
may not be a good place to present that view.
Sometimes, possibly because of the complexity of preparing the
RFP, it is published so close to the bid due date that bidders
have little time to prepare a responding bid.
If you feel you have a good shot at being awarded a project, you
may regard it as a good investment of time to prepare a bid. The bottom
line: The RFP bidding process is quite complex, often involving bidders’
conferences, rounds of written questions and answers, or both. Until
you become familiar with the process, seek the advice of someone with
experience.
Contracts
In the public sector, standard contracts full of legal jargon are common.
In the private sector, a simple purchase order attached to the consultant’s
proposal is sometimes used as the contract. Some clients issue their own
contracts, often with excerpts from your original proposal as a “statement

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of work”; other clients may ask if you have a standard contract. Regardless
of the specific practice being followed, it is to everyone’s advantage when
the contract is clear about what is being delivered for the specified fee. For
example, it is usually wise to spell out the following:
What are the start and end dates for the project? Are such dates fixed
or variable according to certain conditions? What allowance is
there for changing dates (e.g., the emergence of circumstances
unknown at the outset)?
What will be delivered in the course of the project? Whether the
deliverable is a tangible item (e.g., a survey report) or an event
(e.g., the planning and execution of a conference), details should
be given so that expectations are clear. Always clarify the scope
of a deliverable to avoid misunderstanding (e.g., “a three-hour
seminar for twenty participants” as opposed to “a workshop”).
Is there a schedule or elapsed time plan? What are the provisions
and opportunities for adjustments should unforeseen events
occur?
What materials and personnel resources will the client offer the
consultant?
What are the details of payment? For example, is there an upfront
initiation fee? (Note that such upfront fees are uncommon in
the public sector, and that they are typical of larger projects.) Are
there interim payments associated with interim deliverables?
Are there out-of-pocket expenses to be billed, or is there an overall
fixed allowance for such expenses as travel and accommodation?
Are there taxes to be collected, or is the client exempt? (Examples are
the Canadian GST—Goods and Services Tax; and the European
VAT—Value Added Tax.)
Are there confidentiality provisions?
What recourse is available in case of unforeseen circumstances? Some
contracts contain a section outlining the common assumptions
underlying the engagement and describing the process to be
invoked if there is a complication. It is wise to investigate how
similar consultants protect themselves from potential difficulty

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through contract provisions—without running the risk of call
ing undue attention to a hypothetical situation that is highly
unlikely to develop.
Subcontracting
It is common for consultants to prepare joint proposals or for a consultant
to indicate in a proposal that subcontractors are part of the team. Regardless
of the type of contract you have with your colleagues—a handshake or a legal
document—it must be made clear to clients what role the subcontractors
play. If it is not known at the outset whether subcontractors will be needed,
the project contract language can allow for the possibility of engaging
them, on client approval.
In some cases, you may outsource some pieces of work—for example,
you could hire someone to put together a bibliography you don’t have time
to work on yourself. It is always a good idea to indicate such arrangements
in a proposal.
Of course, any consultant is responsible for the quality of subcon
tractors’ work, and we want to protect the trust clients have in us by making
sure any deliverable is up to our own standard.

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9
So Tell Me
What’s It Really Like?
E mployment is associated with job descriptions, lists of duties, and

in some cases procedure manuals. If formal procedures aren’t
documented, there is generally a set of guidelines according to which the
work of the position gets carried out—so that the incumbent has a sense of
there being a right way to go about the tasks. All of that goes out the window
when we hang out our consulting shingles; we are left with nothing but our
knowledge, experience, common sense, and creativity. Curious colleagues
are likely to wonder “how we do it,” and many a consultant has replied to
the question by saying something to the effect of, “I couldn’t tell you. I just
follow my instincts and do what I think is best for the client.”
But wait, our colleagues say, there must be some overall features and
characteristics of consulting assignments. In an effort to provide a glimpse
of the “consulting life,” I offer an overview of a sequence of events that
would be typical of many assignments.
I stress that some of the commentary in this chapter is most relevant for
projects in which the consultant is asked to provide solutions to complex
operational or creative challenges, as opposed to projects whose details
are more predictable. I do not wish to project a message that consulting
is fraught with stress or controversy; however, the reality in many cases
is that, in the words of several of my colleagues, “We are organizational
psychologists disguised as library consultants.”
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Six Stages to the Contract
The outline below illustrates a progression of events common to many con
sulting assignments. But, as the advertisements say, “Your mileage may vary.”
Stage 1
Is This the Kind of Work You Do?
Consultants quickly learn to love calls or e-mail from complete
strangers—the caller or writer may be inquiring whether we could be a
good fit. “We’re looking for someone who can help prepare a marketing
and communications plan for the library and Jason Cox mentioned your
name.” There are two “correct” responses to such an opening: “Yes—now
or in a little while,” or “I’m not certain I can help you, but I will put you in
touch with someone who can.”
Even if you sense the project is not in your area of specialty, don’t lose
an opportunity to impress a potential client. Obtain enough background
information to determine who in your professional network might be
relevant. You are the judge of how much time you invest in finding the
best consultant for the client—keeping in mind the benefit of being able to
extend a favor to a colleague that may one day get repaid.
In the interest of encouraging referrals, the practice of offering the
referrer a finder’s fee can be recommended. Close colleagues who refer
each other frequently may elect to omit courtesy rewards, feeling no need
for such accounting.
Stage 2
Exploring the Potential Assignment:
Stated Objectives vs. True Needs
Some prospective clients clearly articulate what they are looking for; others
are much more tentative. It is important to gain, as early as possible, a
sense not only of the type of work the assignment would entail but also
of how firmly the client appears to be attached to a particular approach.
These questions are in the back of our minds as we enter into discussions:
Is the client asking for a concrete, preconceived deliverable—or for
advice and guidance in the context of a particular challenge?
SO TELL ME: WHAT’S IT REALLY LIKE?

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Does the client seem open to constructive input even before there is
a business relationship?
If you feel the client is asking for the wrong thing, you can be bold
and say, “In my judgment, based on what you have told me, I believe you
need something different from what you are requesting. I would not feel
comfortable quoting a fee for a service I doubt will meet your true needs.”
Here’s an illustration. The potential client who inquired about a
marketing and communications plan for the library might in fact be much
better off having a strategic plan for services aligned with the preferences
and practices of key target market groups—before any marketing takes
place. In other words, you may conclude from an initial discussion that
the client has overlooked the fact that marketing is unlikely to succeed if
the services being promoted do not match market needs. What do you do?
Several scenarios could play out; here are two:
Scenario 1: Confirm that you have created many such plans in the
past and would be perfectly able to come up with another.
Then inquire as to what market research has been performed
in the area of target market needs: “Just so we are sure we are
marketing and communicating about services the target groups
actually need and want, may I ask about the input you possess
to suggest that your library is in fact offering services aligned
with constituent needs?” If the reply indicates a weakness in
the area of market research, you can then pursue the value-
added approach: “I believe I can assist you in a way that will
ensure your expenditure for a marketing plan is not wasted.”
If the client is receptive, your proposal will then include equal
emphasis on market research, strategic planning for services
based on same, and (finally) marketing efforts.
Scenario 2 (much less satisfactory): Conclude that the client is
determined in his or her request and offer to prepare a
proposal—in which you will include a stage titled “market need
verification” as well as a disclaimer that, without a foundation of
insight into market requirements, the success of any marketing
campaign is unpredictable.

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Again, it is up to the consultant to decide how much effort to put into
early discussions. You can always consider referring to a colleague and
offering your colleague a full debrief.
Should we determine that we want to proceed in the potential business
relationship, we could offer to prepare a preliminary outline-of-service
document—unless we are ready to produce a formal proposal document
(stage 5).
Stage 3
Initial Offer of Service
Prior to offering any service, it is important to know the answer to this
question: Is the person with whom we are speaking about the potential
project also the person who will be paying the bill? In other words, who
is the ultimate audience for our preliminary offer and subsequent formal
proposal? An executive summary section—focused on overall and longer-
term benefits rather than on project process—should be included in any
document that might need further approval.
The offer-of-service document is intended to give the client a sense of
the possibilities rather than to state specific actions and fees. In fact, it may
be wise to avoid discussing fees until the client signals a level of comfort
with your proposed approach.
Stage 4
How Much?
Generally, experienced private sector clients are well prepared to suggest a
budget envelope; public sector clients may be restricted by administrative
rules in terms of the size of project they can authorize. In the latter case,
it is up to the consultant to decide if the available envelope is adequate
and worth the effort of bidding on the assignment. But sometimes it is
understandable that the client may have no firm sense of the scope of effort
involved in a potential project, and the “budget dance” begins. In fact, we
sometimes begin consulting long before we are hired because we guide the
client through the possible budget options.
It is appropriate to ask the client where the “pain point” is: for example,
“My impression is that we are in the $25,000 ballpark at a minimum. Does
that agree with your impression?”

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If the client does not supply a budget envelope, we are left to estimate
a fee that is not so low as to suggest lack of depth and not so high as to
eliminate ourselves from the running. As noted earlier, we can consider
giving clients the opportunity to review a table of potential options—for
amount a you will get x; amount b gets you y; and so on.
When a client objects that the quoted fees are too high, it is vital that
we do not cave in and reduce the fees arbitrarily, and that we ask “how
much too high?” We may then choose to offer services tailored to a lower
budget—or abandon the effort altogether. It is better to walk away from a
potential project than to subject oneself to unreasonable terms.
Stage 5
The Formal Offer (if needed)
Unless the project is based on a handshake, a formal proposal—one that
will stand the potential scrutiny of one or more management committees
in the client organization—is needed (see chapter 8). In preparing your
proposal, you may need to address officially the quandary described in stage
2: Is what the client wants really what the client needs? Some consultants
feel it is against their professional ethics to provide a quote for requested
services they believe are not in the client’s best interests. If they then offer
a well-considered proposal with sound suggestions for an approach that
differs from the originally stated requirement, the client may outright reject
it. One compromise approach is to submit a proposal that incorporates an
assessment phase to determine the best strategy, with an option for the
client to terminate the engagement at the end of that phase.
Stage 6
The Client’s Response—and Ours to It
Naturally, we wait with varying degrees of bated breath for the client to
acknowledge receipt of the proposal we have spent so much time and effort
to prepare, and then for a swift, positive response. If extensive discussions
have taken place prior to the writing of the proposal, there may be a verbal
agreement to proceed, and the proposal is merely a formal expression for
the sake of documentation.

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Although it is disappointing to wait for an immediate reply, reality
says that clients may be dealing with many other priorities and may need
to discuss the proposal with others. A wide variety of circumstances can
get in the way of a prompt and simple “Thank you and here is the signed
contract”:
n The individual requesting the proposal delegates the project to
someone else.
n The individual requesting the proposal is suddenly reassigned to
another department.
n The project must be discussed in a steering committee meeting
several weeks from the date of the proposal.
n Those reacting to the proposal realize by reading it that there were
elements they had not considered, and they begin rethinking the
nature of the project.
n There is a change in senior management, and the new person in
charge puts all consulting projects on hold, pending a budgetary
and policy review.
n A sudden crisis intervenes and all attention is directed at dealing
with it.
If the client is silent, how long should we wait before inquiring,
“Have you had a chance to review my proposal and when should I expect
a response?” (If the proposal was sent by e-mail, could it be that the
client’s servers were down that day and your message was among those
lost?) An existing relationship with the client could point to a shorter
time than might otherwise be considered appropriate. We need a balance
between appearing not to care and appearing so eager that the client feels
uncomfortable.
Clients who have not previously hired consultants may not appreciate
the finer points of the response etiquette we expect. Do not be surprised if
the potential client needs extensive time for assessing your proposal. When
the response does arrive, it may turn out not to be quite what we had in
mind. For example, the client might request revisions, additions, and price
changes. In some cases, the asked-for changes and extra content add up to
a request for a business case justifying the project in the first place. Such a

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request could in the end have positive results—for example, if the support
for the project ends up being stronger as a result of our supplying the
business case—but we may feel dismay at the prospect of having to take a
step backward before we can move forward.
The level of additional effort you are willing to put into the sales stage
depends on several factors, such as the size of the project, the amount of
other work you have lined up, any hunches you may have that this could
be a challenging project, and the like. The bottom line may be to rely on
a gut instinct as to the likelihood that a successful project will in the end
result from the preliminary exchanges with the client.
A protracted exchange could lead to a slippage in the originally es
timated time lines, and you may in the course of the delay have entered
into other assignments. That is why it is important never to use fixed dates
in proposals but rather to indicate elapsed time “after contract start.”
Getting Down to Business

Although no two assignments are alike, key elements of the execution of an
engagement can be characterized. The following overview is a distillation
of my own experience and that of colleagues; it is intended to provide some
“tips from the veterans”:
The Client Relationship Is Paramount

If the contract negotiations have taken place with the individual responsible
for the execution of the project, a good relationship may already exist on the
day the project gets under way. However, it could be that the first meeting
with the client is also the first opportunity we get to know each other—and
the style in which we each prefer to work. Similarly, the engaging client we
know well may turn the project over to a project manager we haven’t met.
In such a case, the reality is that two perfect strangers now find themselves
on a mission to bring a project to a successful conclusion. The sooner they
develop a solid comfort level with each other, the better.
Building a relationship of trust and mutual support encompasses
many elements. At the beginning, it is important to gain a sense of “what

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keeps the client up at night” and what in his or her eyes is an attractive
outcome. Being aware of some underlying motivations and concerns will
at the very least help put things in context if our proposed strategy and
actions do not meet with the reaction we had expected. We look for clues
to help understand the client’s own context:
n Is there more to the project than just getting the work done? For
example, do other consequences ride on the outcome?
n Does the client have a particular outcome in mind, and if so why?
n What would make the client look good to superiors?
In addition, it is helpful to form an impression early on of the client’s

personal style. Some clients quickly become friends; others prefer a more
formal style of collaboration. As noted in chapter 4, certain personal
characteristics and skills are helpful for a consultant; in the early stages of
an assignment, skills in building rapport and mutual understanding are
especially valuable. The better the client and the consultant understand
each other, the greater the chances the project will develop smoothly. In the
end, the client’s role is to help the consultant help her; a good relationship
makes that possible.
I have found that some clients appreciate being reassured throughout
that they made the right choice and appreciate evidence of past experience.
Similarly, it can be a comfort for clients to know their challenges are not
unique. “In similar assignments, I found it took quite a bit of effort to
orient staff about the capabilities of a new system; at some point we will
probably want to discuss how we can get your investment to pay off sooner
rather than later.”
Although the proposal stated what you need from the client, it is a
good idea to go over that territory in person. Perhaps you need nothing
more than a stack of background documents to start, followed by a series of
interviews with relevant staff members who can shed light on the details of
the project. But you may need much more than that, and in my experience
it has sometimes been a bit of a surprise to the client how much work
it is to keep a consultant supplied with input as the project develops. In
situations where new information surfaces to suggest a change of strategy,
it can be especially time consuming for the client.

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Among consultants, some specific challenges are well known, and it is
wise to be prepared for them:
The project manager is called away to put out some other fire, and
you are left with fewer opportunities to communicate and to
determine that “we are still on the right track.”
You find yourself reporting to someone not in a position to be an
effective project authority. Such a situation calls for a great deal
of finesse.
In a meeting with the direct client or project manager, but with
the boss or a senior management team in attendance, you find
yourself in the middle of a divergence of impressions about
aspects of the project. Extreme tact and delicacy are needed,
and in particular it is important not to take personally anything
that is said. Diplomacy and creativity come in handy.
Being in Touch:
When, How, How Much?
Some clients give the consultant a charge and then go off to expect results
in due time. Others want to be closely involved every step of the way. It is
important to understand up front how much detail the client wants to hear
about, and how often.
If the client delegates logistics to another staff member, you may be
dealing with the logistics coordinator every day while the communication
to the client is a weekly or biweekly progress statement. Regular status
updates are a good vehicle, not only for reassuring clients that the project
is on track, but also for signaling when and why it is slipping (e.g., “Three
individuals to be interviewed this week were off sick, and I seek assistance
in finding alternate interviewees unless it is acceptable that the schedule be
delayed.”).
Keep an interaction log showing who you met with and when, what
was discussed, and what further action might be called for. For example, it
is common to hear, “You should talk to Mark,” or “Let us show you how
that application works”—resulting in an interview and activity schedule

89
that gets progressively more crowded. Such a log is needed if the client
(or the client’s boss) should ever be curious about “why it took so long”
or “why no one suggested that you speak to Susan”; but it is also a useful
tool for consultants in that, when it comes time to quote on a future assign
ment, it retains the facts our personal memory might want to forget about
how long things take in reality.
Working with the Client—and with

Everyone Else in the Client’s Organization
If asked to point to the one factor that contributes most strongly to their
success, consultants are likely to zero in on the relationship with the client:
“I like to think of myself as a team member rather than a service provider.”
“In order to deliver high value, it is imperative to get a really good picture
of the client’s mix of challenges and the circumstances at hand.” “Clients
who enable me to understand in depth where they are coming from do
themselves a big favor.”
From the very first moment, it is desirable that everyone involved with
the project—even those who may be only marginally affected—understand
precisely the drivers for and nature of the project. A project that is technical
in nature (as would be the case when a project deals with library systems,
intranets, enterprise content management, etc.) still entails quite a lot
of interaction with employees in the client’s organization. If there is the
slightest perception that “Uh-oh, she’s here to pass judgment on how we do
our jobs,” the result could be a less-than-frank exchange between staff and
consultant. Ideally, the client has already oriented staff—but experience
shows this is not always the case. Therefore, it is advisable to seek out an
early opportunity for an informal conversation to clarify any questions
about why the project is being done and how it is intended to unfold. Such
an occasion may not only defuse any anxiety but also enable staff members
to give some thought to how they might contribute information to help
the project along. Even the most experienced consultant may not be in a
position to know what questions to ask so as to uncover what is lurking
beneath the surface—but staff members well informed about the project
can volunteer insight: “Would it be useful if we were to give you a short
demo of that part of the intranet?”

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In any interaction with client staff, a cardinal rule applies: confiden
tiality. Interviewees and focus group participants must be assured their
input is not going to be quoted by name and will not be reported in any
way that exposes them to risk. (Granted, some observations can only have
come from a few given sources, and the client is aware of the situation
at hand.) The consultant’s job is to present objective findings and make
recommendations flowing from them. Objective findings (aside from fac
tual evidence, statistics, etc.) are possible only when all personal input is
confidential—so that freely given concerns and motivations can be taken
into consideration in the overall analysis.
Taking Advantage of New Opportunities

as the Project Unfolds
Some projects are cut and dried, without much opportunity for adjustments
along the way. Others present opportunities to make changes in strategic
direction and thus in the deliverables.
In the earlier commentary about proposals and contracts, we touched
on the need for clarity about the nature and size of the deliverables. It is not
always the case that a project unfolds precisely as it was anticipated when
the engagement took place. As consultants, we owe our clients two things:
to deliver what we promised, and to offer to deliver something other and
more valuable than what we promised if that opportunity should appear.
In my own experience and that of colleagues, it is not uncommon that
during a project information and insights surface which make it appropriate
to say, “Shouldn’t we take the opportunity to step back and analyze the
possible implication of what has surfaced?” Generally it is unrealistic to
expect that projects, once under way, can be modified significantly in
terms of the budget. There may, however, be room for adjustment in the
nature and scope of deliverables.
For example, a challenge first believed to be associated with a specific
technical infrastructure may turn out to have much more to do with orga
nizational culture, practices, and individual behaviors. In such a case, the
consultant—in my opinion—is morally obliged to so inform the client in
order to raise the opportunity to focus efforts where they will truly count.
“Although we can press on with the selection of a search engine, we point

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out that any search engine may have limited value unless attention is paid
to current practices in terms of document management.” If the client orga
nization’s information and knowledge culture presents challenges, no
technical tool will solve the situation.
In another example, it might be discovered in the course of a project
to determine the best option for upgrading or switching to another
integrated library management system that the work flow associated
with acquisitions, payment management, and processing of purchases is
awkward and—for various historical reasons—contains bottlenecks and
superfluous duplication of transactions. Should the consultants simply
point out the discovery and plug away at the original charge? Or will the
client be receptive to a modification of the project emphasis so that the
consultants shift some of their time and resources toward proposing a
better work flow in the context of obtaining the best new system, sacrificing
attention to some of the detail in the initially envisioned project?
The quality of the relationship with the client affects the degree to
which such course corrections can be taken. My experience indicates that
clients are delighted to have the opportunity. Should you encounter a
situation where there is resistance, it could be a consideration to state in
the deliverables that you pointed out an opportunity: “Investigations done
in the course of determining functional requirements revealed challenges
in the form of bottlenecks creating backlogs and in the form of duplicated
procedures. The client chose not to address those challenges further at this
time.” (Naturally, we leave the door open to addressing the challenges in
the future.)
The Final Delivery

Whether the final delivery entails drawings, spreadsheets, workshops,
budgets, purchase and licensing plans, marketing plans, or strategic plans,
consultants at some point face the delivery dilemma. Do we show the
client a draft or rough sketch early on for comment? Or do we polish every
comma for the deadline? Once again, the relationship with the client shows
the way. “Susan, here is an early draft—your input appreciated” can lead
to key revisions (as in “The CEO would never accept recommendation 3.
Is there a way to recast it?”).

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Ideally, in my experience, the final deliverable should be available to
the client well before the deadline so that it can be tweaked in consideration
of any optics and politics in play. The deliverable is sometimes the client’s
tool for advocating an approach; hence we must make sure our deliverable
enables the purpose.
Where possible, look for an opportunity to discuss in person the final
deliverable with the relevant stakeholder group. The main goal of a face-
to-face discussion is to allow for questions and clarifications and to open
the door for a consideration of possible next steps.
Typically, delivery is accompanied by a sense of anticipation on the part
of the consultant; it is rewarding when the client is delighted with our work,
and even more gratifying when concrete change takes place as a result of it.
But we should not be surprised if our “product” isn’t acted on or otherwise
used. Not all organizations are ready to act beyond the step of seeking the
advice of a consultant. We must “cash the check and move on.”
Billing and Getting Paid

Assuming everything proceeds without major disruption, you issue in
voices matching the agreed-upon billing schedule. It is prudent to obtain
confirmation that they have been received and sent into the payables
process—you will regret not doing so if after 40 days it turns out your
invoice was lost in transit.
My personal experience is that serious payment delays are rare. Should
one occur, there could be many reasons. The natural progression would
go from a polite inquiry at 35 days to a concerned follow-up at 45 days
to a more directly worded communication at 60 days. With reasonably
credible client assurances (an extended medical leave in accounts payable),
we should probably wait 90 days before getting our lawyer involved to
help. It is a reality that, if the client is experiencing a financial difficulty,
consultants are the last to be paid. For that reason, it can’t hurt to request a
project initiation fee of 15–25 percent (knowing, of course, that such a fee
may not be feasible for some organizations).

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Postscript
Go for It—with Passion!
T he practical tips offered in this primer are intended to help raise

awareness of potential challenges so as to enable preparedness—not
to paint a picture that consulting is only for the brave. Consulting is a most
rewarding lifestyle, offering a great deal of excitement and satisfaction for
those not afraid to give it their all. Just consider these typical statements:
“It’s true I work all the time—but half the time it doesn’t feel like
work because it is such a pleasure to be part of a success story
for the client.”
“I treasure the friendships and professional networks that resulted
from my projects.”
“Every day offers new opportunities to observe how differently
people approach their challenges—and for me to become more
perceptive. I grow professionally and personally with every new
project.”
“I would never have known I had it in me—it is such a thrill to
discover how much I really can contribute to making my clients
succeed.”
“Sure, there were times I wondered what I’d been smoking when I
decided to venture into consulting. But my only regret now is
that I didn’t do it sooner.”
To everyone who may be pondering the possibility: you owe it to
yourself to go for it!
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Index
A C
accountants, 57 cataloging skills mapped onto nonlibrary
adjustments to deliverables, 72 entities, 19
advertising, 66–67 change agent as role, 8
alternatives, openness to, 38 characteristics of client contacts, 88
American Libraries, 16 characteristics of consultants. See personal
American Library Association, Library characteristics
Administration and Management children, caring for, 27
Association, 16 choice of projects, 26
appearance and clothing, 41 clerical help, 60
approach to project in proposal, 70–71 client entertainment tax deductions, 57
archives, vi client list, 67
Association of Independent Information client staff
Providers, 22 apprehension about the consultant,
authority, projection of, 38 34–35
communications with, 37–38
B relationships with, 39, 90–91
banking, 58 clients
“best effort” statements, 72 decision makers for hiring, 9–10
big picture, ability to see, 36–37 distinguishing true needs from wants,
billing, 93 82–84, 85
blog as advertising, 67 queries from potential clients, 82
branding, 63–68 references and endorsements from, 66,
budget negotiations, 73, 84–85. See also fees 70
budgetary constraints in project proposal, 71 relationships with, 38–39, 90–91
business account at bank, 58 requirements of support from, 71, 79, 88
business cards, 55 clothing and appearance, 41
business expenses. See expenses collaboration with other consultants, 35
business management skills, 40–41 collection development as service, 12
business name, 54 communication skills, 37–38, 89–90
business plan, 47–52 competence, projection of, 38
business structures, advantages and disad- competitors
vantages, 53–54 former employers as, 65
97
competitors (cont.) discounts on fees, 73
research on, 11 domain name, 54
See also consultants as colleagues
compliance as service, 14 E
complications, provision for, 79–80. See also ECM (Enterprise Content Management)
emergencies, personal Association, 22
computer support, 59–60 elevator speech, 52
conferences emergencies, personal, 77
as source of referrals, 16 emotional detachment, 34
tax deductions for, 57 empty-nesters, 27
confidence, 41, 51 endorsements, asking for, 66
confidentiality, 79, 90–91 expenses
consultants as colleagues out-of-pocket, 79
referrals from, 66 in proposals, 76–77
referrals to, 82 reducing, 51–52
as sources of information, tax deductible, 56–57
27–28 time vs. cost, 41
and target market, 49 expertise as role, 6
See also competitors
consulting
F
advantages, 24–27, 95
facilities planning as service, 12
advantages for libraries, 3–5
family life, impacts on, vi, 27, 30
disadvantages, 27–31
fees
trends, v–vi
billing for, 93
types of, vii
minimum fee standard, 40
contingency plans
negotiating, 84–85
in contracts, 79
payment schedule for, 79
in proposals, 77
project initiation fee, 79, 93
contracts
for proposals, 69
liability limitations in, 59
in proposals, 72–77
provisions, 78–80
setting of, 49–50
stages to, 82–87
timing of discussion of, 84
corporation business structure, 54
financial advantages to using consultants, 4
cost options in proposals, 73–74
finder’s fees, 82
credit cards, 58
fixed fees, 73
customer service as service, 15
focus for expertise, 25
D focusing skills, 35–36
decision makers for hiring, 9–10 freelancing vs. consulting, 9
deliverables
in contract, 79 G
options for, 76 governing bodies, relations with,
presentation of, 91–92 13–14
in proposal, 71–72 government agencies, web resources from,
demographic trends, 17–18 60–61
difference, making a, 24–25 grant writing as service, 15
diplomatic skills, 89 gratitude from clients, 24–25
directories of consultants, 16–17, 66–67 guarantees, 72
INDEX
98
H marketing, 65–66
health emergencies, 77 as service, 14
health insurance, 59 tax deductible expenses for, 57
home, working from, 26, 30 web resources, 61
home life concerns, vi, 27, 30 motivation of clients, 5
home office
N
deductions for, 56–57
name recognition, 31, 60, 64–65
design of, 31
negotiation skills, 39–40
human resources projects as service, 13
network, office support, 59–60
I network, personal, 31, 60, 65
income newsletter as advertising, 67
reporting requirements, 56 nonbillable work, 50
variability of, 28–29 nonlibrary entities using librarian’s skills,
income projections, 49–51 17–18
information, absorbing, 36–37
O
information industry, vii
offer-of-service document, 84
information interviews with consultants,
office politics, 25
27–28
office support network, 59–60
insurance, health, 59
operations and management as service, 12
insurance, liability, 58–59
options
interaction log, 89–90
for deliverables, 76
invoice forms, 58
for services, 75
isolation of consulting, 31
organization and management as service, 19
J organizational culture, 91–92
just-in-time expertise, vi organizational infrastructure development as
service, 12
K
outline-of-service document, 84
knowledge-intensive settings, vi
outsourcing and freelancing, 9, 80. See also
L subcontractors
legal compliance issues as service, 14 overcommitment, 26
legal requirements for businesses, 53–54 overview, ability to see, 36–37
liability insurance, 58–59
Library Administration and Management P
Association, 16 packages of consulting days, 73
library associations as source of referrals, 16 parents, caregiving for, vi, 27
Library Consultants Directory, 16 partnerships, 53–54
library staff. See client staff part-time job as fallback, 51
life experience, 42–43 patience, 34
lifestyle, 27 payment schedule, 79
limited liability companies, 54 perfectionism, 42
lines of credit, 58 personal business statement, 52
logos, 54–55 personal characteristics, 32–43
and choice of roles, 8–9
M innate characteristics, 33–37
market research learnable characteristics, 37–41
for finding a consulting niche, 19–22 undesirable, 42
as service, 14–15 personal network, 31, 60, 65
INDEX
99
personality conflicts, 25 reputation building, 64–65
personality tests, 32–33 rescuer as role, 8
personality types responses from clients, 85–87
clients, 43 retirement, early, v–vi, 27
consultants, 32–43 retirement trends, 17–18
perspective, fresh, 4 RFP (Request for Proposal)
planning skills, 40–41 advantages and disadvantages, 77–78
pride in accomplishments, 25 and decision to hire, 10
prioritizing skills, 35–36 liability insurance requirements in, 59
procrastination, 42 risk minimizer as role, 7
product development and design as service, roles for consultants, 5–9
15
professional associations S
and market research, 21–22 schedule flexibility, 26, 29
in personal network, 31, 60 schedule in contract, 79
and reputation building, 64 scheduling skills, 35–36
tax deductions for memberships, 57 scope of effort options, 75
websites for, 60–61 self-employment
professional network. See personal network financial implications, 28–29
professional profile, 63 small business resources, 61
progress statements, 89 web resources on, 53
project approaches, negotiation of, 83–84 services offered to libraries, 12–15
proposals, 69–73, 85. See also outline-of- services offered to nonlibrary entities, 15–16
service document skills, learnable, 19, 37–41
public relations as service, 14 small business resources, 61
public speaking and reputation building, 65 social network. See personal network
publication by consultants, 64–65, 67 sole proprietorships, 54
publishing industry, vii special groups as service, 13
Special Libraries Association, 16, 22
Q special project assistance as role, 6
qualifications of consultant spouses, 27, 29. See also family life, impacts
in proposal, 70 on
on website, 67 staff of client. See client staff
work and life experience, 42–43 stakeholder relations as service, 13–14
See also personal characteristics start and end dates for project, 79
queries from potential clients, 82 state libraries as source of referrals, 16
strategic planning
R market research in, 21
rapport building, 38–39, 88 as service, 15
reasons for consulting, 26–27 strategist as role, 7
records management as service, vi, 20–21 stress in consulting, 29–30
references from clients, 70 subcontractor, working as, 51
referrals subcontractors, using
of possible problems, 84 in contracts, 80
as source of business, 16, 66, 82 deductible expenses for, 57
registering a business, 53–54 in peak demand periods, 29
relationships, management of, 38–39, 90–91 in proposals, 77
INDEX
100
T U
tact and delicacy, 89 uncommitted time, 36
target market, 48, 51 upselling in proposals, 70
tax concerns U.S. Small Business Administration, 52
and business structure, 53–54
deductions, 56–57 V
of self-employment, 28 vision statement, 52
taxes to be collected in contract, 79 volunteering, 64
technical services as service, 12
telephone services, 60 W
time commitment of consulting, 5 web services for market research, 21
time line websites and web presence
in contracts, 79 on business cards, 55
in proposal, 71 as marketing, 67–68
time management skills, 35–36 web resources for, 61
trade shows, 60 websites for the self-employed, 53, 60–62
training as service, 16 word-of-mouth advertising, 66
travel expenses, 41, 57, 76–77 work experience, 42–43
trends work steps in proposal, 71
assessment of, 19–22 working alone, comfort with, 35
in libraries, 17–19
market research in, 48
in nonlibrary entities, 19
trust building, 38–39
INDEX
101
Ulla de Stricker, founder and president of Toronto-based Ulla de Stricker
and Associates, brings three decades of experience to bear on her clients’
projects. Before she took the plunge into consulting in 1992, de Stricker
held senior information industry positions with responsibility in various
aspects of client relations and business strategy. During the 1980s she
managed Canadian operations for Dialog Information Services; in the early
1990s she created a new electronic publishing unit and directed the market
introduction of legal and tax-related products for Carswell/Thomson
Professional Publishing. De Stricker speaks frequently at conferences
internationally and contributes regularly to information industry journals.
She holds an MA and MLS from McGill University, Montreal.

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Is Consulting for You?

A Primer for Information Professionals

AMERICAN LIBRARY ASSOCIATION

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Library of Congress Cataloging-in-Publication Data

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12 11 10 09 08 5 4 3 2 1

1 What Is Consulting, Exactly? 3

2 The Outlook: Is Consulting a Viable Option for Librarians?

3 The Realities of Life as a Consultant 24

4 Personal Characteristics: Is Consulting a Good Fit? 32

5 Business Planning: Is There a Market—and a Living—for Me? 47

7 Getting Out There: Marketing a Personal Brand 63

9 So Tell Me: What’s It Really Like? 81

Who Should Read This Primer?

Consulting Opportunities Are Expanding

What Is Library Consulting and

Librarians offering consulting Other professionals offering

A Note on the Examples

I n preparing this primer, I sought help from colleagues who offered

I would love to have your opportunities to travel!” “I always dreamed of

Why Are Consultants Needed?

Engaging consultants makes business sense. Library directors are

Consultants bring a fresh perspective. A compelling benefit to

WHAT IS CONSULTING, EXACTLY?

WHAT IS CONSULTING, EXACTLY?

Example of Consulting Role Implications

Special-purpose assistance: No The consultant may work under

Unique expertise: The client In this role, the consultant is

WHAT IS CONSULTING, EXACTLY?

“Been there, done that”: The In many situations, the client is

Visionary strategist: “Help us This role requires a mix of broad

WHAT IS CONSULTING, EXACTLY?

Rescuer: Specific events require Though it would be nice if skills

What Roles Appeal to You?

WHAT IS CONSULTING, EXACTLY?

Freelancing Is Not the Same as Consulting

Who Hires Consultants?

WHAT IS CONSULTING, EXACTLY?

WHAT IS CONSULTING, EXACTLY?

N aturally, any information professional contemplating consulting

Typical Areas of Consulting Activity

Content and Collections

Stakeholder Needs-Based Ser­vice Development

Library Ser­vices to Special Groups

Governance, Library Boards, Stakeholder Relations

Public Relations and Marketing Library Ser­vices

Ser­vices Offered to Nonlibrary Entities

Product (Re)development and Design

Market Research/User Requirements Assessments

Opportunities within the Library Community

Demographics: Will Retirement Translate

Information and Knowledge Management

Opportunities Outside the Core

Scoping Your Own Opportunity

Assembling and assessing business statistics, economic indicators,

Stakeholder Needs-Based Service Development

Library Services to Special Groups

Public Relations and Marketing Library Services

Services Offered to Nonlibrary Entities

A web services specialist might assess the potential for assignments

W hen librarian consultants discuss among themselves the key rea

Government Organizations and Associations