In my last two blogs, I’ve talked about the conundrum of committedness. The first part of the conundrum is the need to continue generating new commitments, even if there are a lot of them currently. And the second part is that new commitments aren’t always predictable.
Here are some ways to manage that situation for your business: Click here to read more »
In the last blog, I talked about the first part of the conundrum of committedness: How the consultant needs to stay busy enough with commitments to earn and income but also have enough time to market in order to replenish the pipeline.
I said that the first part of the conundrum of committedness is: The more commitments you have now, the less time you have to generate new commitments. But the less time you spend on generating new commitments, the fewer you will soon have. Click here to read more »
One of the constant themes I see in the consulting I do is business-growth. Whether I’m working on helping a business get off the ground, or whether I’m implementing a new product into a company’s sales cycle, or whether I’m helping turn an idea into a product, it’s all about strengthening and improving the business.
But one of the challenges that businesses of all sizes face is something I call ‘committedness’. And as a business works to strengthen itself, the ‘conundrum of committedness’ increases and can cause all kinds of problems. Click here to read more »
