By: Dr. Chris Downs

My “consulting epiphany” came early in 2008. I’d served as a Senior Director at a large Seattle-based foundation for over 13 years. I’d accomplished a great deal and liked my work. But I’d ignored multiple signs of change at the company and found that the work I loved to do was no longer needed. I suddenly didn’t fit the company.

As I thought about what I’d do next, two mice (Sniff, Scurry) and two little people (Hem, Haw) came to mind. These are characters from Spencer Johnson’s 1998 classic “Who Moved My Cheese?” (widely available at many libraries and from your favorite bookseller). Each of these four characters faced adversity, preparedness, abundance and scarcity in different ways. If you’ve never read “Who Moved My Cheese?” I urge you to read it. I discovered that my cheese had “moved” as I separated from the foundation in 2008.

I took stock. I had a great deal of experience in my field. I had an excellent reputation. I knew I could go to another foundation, return to academic life, or carve a niche back in corporate life. But, for the first time, I considered becoming a solo consultant . After so many years of managing consultants, could I do it myself?

My mentor, the late Ronald G. Scott who was a master consultant for decades, told me that, in his judgment, I had what it took to be a successful consultant. He suggested that before I opened a consulting practice, I sketch out my reasons for doing so. He said he’d done that when he launched his own consulting business years before. Further, he said he regularly revisited those reasons to make sure he remained clear about why he was consulting. I recall him saying:

“I ask myself, is the work I’m doing now something (1) I enjoy most days, (2) I look forward to doing, and (3) that improves my clients’ productivity and successes? If I can answer ‘yes’ to all three, I figure I’ll keep consulting until I ponder these again down the road.”

— Ronald G. Scott

So, as I prepared to open my own consulting business, I took an inventory of why I wanted to do so. Here are the exact reasons I recorded in my journal in 2008:

· “I want to continue to do work I love.”

· “I want my work to make valuable contributions to my clients.”

· “I reached an income ceiling at the foundation.”

· “I think I’d be my own good boss.”

· “I believe I have the background, credentials, and skills many clients would find appealing.”

· “As a mid-career professional, I’m concerned about companies hiring me, especially given my last salary and my age.”

Over the years, as I’ve done my quarterly and annual self-reviews, I follow Ron Scott’s advice to review my reasons for remaining in business. Do I still enjoy my work? Do I look forward to the next consulting engagement? Am I improving my clients’ lives and successes?

By the way, I provide sample quarterly and annual self-evaluations documents in Solo Consulting: Insider Tips for Success! If you’d like to have these, and adapt them for your own use, please check out the book at Amazon.

If you are considering opening a consulting practice, what are your primary reasons for doing so?

If you’ve been consulting a while, even a short while, do you enjoy most days, look forward to your work, and believe you enhance your clients’ outcomes, successes, or directions? What were the primary reasons why you opened your company in the first place? Are those reasons still valid now?

Notice: This blog wholly reflects the views and suggestions of Dr. Chris Downs. Readers’ use of his views or suggestions are wholly the responsibility of the reader as reflected by their actions, reactions thoughts, statements, and behaviors. Dr. Downs accepts no responsibility for readers’ use of his words. Further, this blog contains no intentional or structured therapeutic intent nor is the content designed to harm or improve the psychological state of the reader. Readers are responsible for their own reactions to and/or use of any and all suggestions or advice.

By: Dr. Chris Downs

I write in my private journal almost every day. Over the years, I’ve amassed many journals, each varying in size, shape, and binding. In these books, I’ve recorded hundreds of lessons I’ve learned about life, relationships, my work, and my consulting.

Some of the lessons I jotted down on solo consulting seemed obvious, at least to me. For instance, it seems like good common sense to build and maintain a 6-month cash reserve at all times. I’ve since learned that sometimes “common sense” isn’t all that common among consultants.

Other lessons I learned came suddenly, with little warning. One whopper of a lesson involved having a $7M contract snatched from my hands by a state’s governor only 15 minutes before the contract was to take effect! I learned so much from that painful experience! It’s described in the Introduction to “Solo Consulting: Insider Tips for Success!”

Several of my colleagues know that I jot down “lessons” as I learn them. I’ve always done this for my own edification, not for others. My parents taught me that if one remembers the mistakes and lessons of the past, one is less likely to repeat mistakes later on. One of my closest colleagues asked me if I’d ever consider assembling these lessons into a book to share with others. Honestly, I hadn’t until he suggested it.

As I pulled together the lessons from my journals, I noticed that they fell into specific topics such as issues with clients, setting fees, recognizing and dealing with competitors and honest self-evaluation.

I knew there were numerous “how to” books on consulting that covered business formation, bookkeeping, marketing strategies, and so on. There are very good books available on those topics. I felt no need to mimic them or add to already crowded library shelves.

What I did not find, however, was a book offering insider tips and suggestions based on observations and real consultant experiences.

Ultimately, I wrote this book for 4 reasons.

1. There seems to be a need for an “insiders” view of individual consulting to supplement the many “how to” books already written and available.

2. My consulting colleagues told me that a compendium of lessons would be valuable for new consultants as well as those struggling with specific issues, such as difficult clients or invoice payment delays.

3. The numbers of people opening solo consulting practices are exploding. In 2019, there were an estimated 57 million freelancers (i.e., solo businesspeople, mostly consultants) in the US. That represented over 35% of the country’s workforce (source: Freelancing in America survey data from Upwork and Freelancers Union, 2019). More recent trends suggest that the actual numbers of independent consultants, and proportion of the country’s workforce have increased significantly since the pandemic. There are many of us making a living on our own these days!

4. Solo consulting can be very difficult, even for seasoned business professionals. There are a long list of reasons why consultancies fail. I am worried that many new solo consultants don’t have the insights they need to avoid the biggest potholes. The US Bureau of Labor Standards (2022) indicated that 20% of new companies fail in the first two years, over 50% of new companies do not survive past 6 years and only 25% of companies are still around 15 years after opening.

My hope is that readers will find insights they wouldn’t get elsewhere and use them to create and operate amazing consulting practices! If you’re ready to explore the insider tips and lessons I’ve pulled together in “Solo Consulting: Insider Tips for Success!” please go directly to this link on Amazon where the book is available.

An Overview of Why People Open Consulting Practices

By: Dr. Chris Downs

Why This Book, Why Now?

By: Dr. Chris Downs