I'm on a deadline to complete a chapter with this working title for TSE's Fall E-Book. Typically I'll start such a project by committing my main thoughts on the topic to paper first, then surf around and see what other credible thought leaders might have to say.
(If you've read much of my work, you know that I often have a different perspective -- and sometimes just flat out disagree with "the experts.")
Not the case here though: I've been a fan of Mark Satterfield's work for some time now, and always enjoy getting the periodic e-mail from his shop. This morning, I received an e-mail that touched on the "consultant speak" issue I run into so often. (It's something we speak to quite a bit in SPEED® School as well.) Here's an excerpt from that note:
Excerpt From Mark Satterfield e-mail 10/2/08:
>>>QUESTION FROM A READER
We're a consulting firm with lots of great intellectual capital, but none of our prospects seem interested in it. Help! Todd, Boston
***MY RESPONSE (Actually more of a rant.)
Intellectual capital...first of all I would get away from the habit of referring to your offer of free information that way. The sad truth is that most Intellectual Capital is a rehashing of stuff that's been out in the market for a long time.
So the first question I'd ask is this REALLY something new? Which means that you are subscribing to all your competitors' newsletters and you know what has already been communicated to your prospects. True intellectual capital means that you have a NEW angle, twist or insight. So first take a hard look at what your offering and see if it truly is what you claim it to be, or if you're just using consulting-speak to try to position your report at a loftier height than it realistically is flying.
Let me be blunt...The reality is that you're not McKinsey. You're not the Harvard Business School. So it's silly to try to market the same way they do.
Rather than telling me you have "great intellectual capital", tell me that you have great information that helps clients solve a specific problem. Tell me what the problem is and share some practical ideas that will be helpful to others that face the same challenges. Stop acting like a stereotypical consultant and start acting like a problem solving advisor.
Every time you describe what you do, the message should ring out loud and clear about HOW YOU SOLVE PROBLEMS.
Now, aren't you glad you asked?
***********************************************************************
Thank You Mark for sound advice we all need to follow -- and Thanks for inspiring and informing this next piece of mine.
