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to market themselves as consultants until some form of regular employment comes along. Often the wait is a long one and what started out as a gap-filler turns out to develop a life of its own a life few first-time consultants are prepared for. Had they foreseen that they would be working "independently" for a prolonged period of time, better preparation could have helped to better define, plan and market the individual's services.

A business plan would have been produced at the outset and possibly business management training in addition to upgrading of formal skills and qualifications would have been contemplated. But as it turns out, 18 or 20 months down the road the new consultants are hopping from one short assignment to the next, often relying on only one client: the former employer. It makes more than good sense to "practice what you preach" for a good consultant. Just as would advise your client to plan for results, achieve these through well-defined actions and to follow-up on your plans and actions, do so yourself in your own consulting enterprise . A simple "strategic map" can help to keep you focused and on track.

For those who are considering consulting life, as for those who are struggling to get at least one foot into a fruitful consulting market, several points for consideration and reflection may help to clarify options or to focus efforts.
First of all, consulting approach and philosophy matter. If you want to consult and are serious about staying in business, keep in mind that the client is king. You may have your own ideas of how to manage a project or provide technical assistance, but the client's needs and interests always come first. You may not agree with what a client wants, but if you feel you can provide the service in such a way that the clients' needs are met in a professional manner, your point of view needs to step back. You can always refer to alternative views, opinions and interpretations, but do not compromise service delivery.

Under pressures to compete globally many organizations today are compelled to continuously restructure and reinvent themselves to overcome management and business impasses. By engaging external consulting expertise, difficult management and priority changes may be dealt with in innovative ways that enable an organization to refocus. As a consultant you are expected to be a problem solver, a facilitator and at times, a genuine innovator. If you are more of a consultant out of necessity rather than by default,

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