Consultants

Why Business Development is the Lifeblood of Technical Consultants

By Tom on July 28, 2023

Regardless of your niche, consulting is an industry that is built on relationships. Technical consultants are hired for their specialist expertise, ability to solve complex problems, and their understanding of the industry they work in. However, these carefully honed skills are irrelevant if you can’t find clients to work with. Ultimately, this is where business development comes in. In this post, we’ll explore why business development is the lifeblood of technical consultants and provide tips on improving your business development skills.

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Why the lifeblood of consulting

There are lots of reasons why business development should be practiced by technical consultants. Firstly, when done right it lets you work on the types of projects that you enjoy. You can build your business around your particular strengths and skillset. Over time this becomes a self fulfilling prophecy where you pursue and win the projects you like and begin to gain a reputation as the go to person for those particular problems.

This leads neatly to the second reason: forming an industry wide reputation. Purposeful business development means more than just pursuing customers. Developing relationships with industry influencers and stakeholders is key. Attending industry-wide events, networking with peers while keeping across trends and news are crucial tasks. Combining these gets you known in your industry, which is important when customers are seeking your skillset.

Ultimately it comes down to having control of your own destiny. Pursuing what you want and making your mark on your industry is nearly impossible if you aren’t practicing purposeful business development.

The following gives some tip on how to get a bit more purposeful with your work winning.

Assess: Understanding your niche

Understanding your niche is one of the most important aspects of business development. As a consultant, knowing what industry you work in, what services you provide and to whom is everything. This seems obvious, but many consultants make the mistake of trying to be everything to everyone. This approach works in the short term, but over the long term, leads to burnout and a lack of focus.

Assessing your niche starts by asking some questions. What are your core competencies? Where does your experience lie? Which clients do you want to work with? Who else plays in this space? Once you have a good understanding of your niche, you can start to develop a focused business development strategy.

Aim: Where can you help the most

Having assessed your niche, you need to determine what projects you can help your customers with the most. This requires a deep understanding of the issues your customers’ face. Articulating how you can help them and what value you bring to the table should become second nature.

At the same time, you need to consider where your reputation lies or what you want to be known for. Are you an expert in a particular area? Do you have experience working with a specific type of customer? By focusing on your strengths, you can build a reputation as an expert in your field, which, in turn will make it easier to attract new clients.

Once you know the types of projects and the reputation you want to foster you can plan which customers and industry stakeholders you should be meeting. This information will form the core of your business development plan.

man wearing white long sleeved shirt holding black pen — Meeting customers is the best way to understand them

Action: Use meetings to explore customer needs

Finally, it’s time to take action. Using face to face meetings to explore your customer needs is where you can add real value. Having a proper conversation lets you understand your customers’ needs more deeply. Two-way discussion of issues may give them solutions that they may not have considered.

Additionally face to face conversations helps build rapport and trust creating the beginnings of a long-term business relationship.

Final thoughts

I hope you’ll agree, business development is the lifeblood of technical consultants. It enables you to find new clients, build relationships, and grow your business. By assessing your niche, aiming your efforts, and taking action to explore your customers’ needs, you can develop a successful business development strategy that will help you thrive as a consultant.

If you’re a technical consultant, what are you waiting for? Make your first business development move today!

Technical consultants

If you want to upskill your work winning check out my flagship course Business Development Academy. Set over 4 modules and 10 videos this course leads you through the business development process step by step. Giving you the skills, system and processes to be more purposeful in the market place. To learn more click the button below.

Business Development Academy

Meet your customers.

Are looking to begin your Business Development journey but are not quite sure where to start? Download my quick start guide to business development. This gives a series of simple activities to quickly set you on the right path.

For a definition of business development you can check out my take in this post here.

If you are getting value out of my weekly free content I’d ask that you consider buying my new book. It’s a simple yet comprehensive framework to base your business development activity around and full of practical application to get you started now. It is available to order on Amazon now.

Why is Business Development such a Challenge for Technical Consultants?

By Tom on April 28, 2023

As a technical consultant, your expertise lies in your ability to understand complex technical systems and find solutions to problems. You have spent years mastering your craft and building your reputation as a reliable and knowledgeable professional. However, despite your expertise, there may be one aspect of your job that you have a love-hate relationship with: business development.

Why is it that technical specialists often avoid business development? And what can we do to shift this mindset?

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Why is business development such a challenge: 4 reasons

There are many reasons why technical consultants find business development such a challenge. Here are a few of the more common:

Lack of Comfort with Selling

Many technical consultants have spent years honing their skills and prefer working behind the scenes, solving technical problems. They may feel uncomfortable promoting their services and making sales pitches to potential clients. For them, the idea of putting themselves out there and trying to close a deal feels overwhelming and inauthentic.

Fear of Rejection

Rejection is a natural part of the sales process and resilience is a core requisite of any business developer. However, it can be especially difficult for specialists who are used to being valued for their technical skills. This fear of being rejected can be a major barrier to pursuing revenue growth opportunities.

Focus on Technical Skills

Technical consultants may feel that their time is better spent working on technical projects, improving their skills and building their portfolio. They may not see the value in spending time networking and developing business relationships, which can seem like a distraction from their core competencies.

Perception of Business Development as Fluff

Some technical specialists view business development as a secondary or less important aspect of their job. The need to win work is perceived to be unnecessary. Believing instead that the quality of their work sells itself. Therefore the real value of their services lies , not in their ability to promote themselves and win new business but rather in their technical abilities.

Becoming comfortable with business development

Despite these issues, work winning is an important part of any successful consulting practice. Is business development such a challenge? It shouldn’t be. Instead, think of it as a way to expand your network, build relationships, and secure new business opportunities. On a more personal level practicing purposeful business development lets you:

Win projects that most align with your interests
Grow an industry wide reputation
Stop relying on others to feed you work.

Ultimately business development lets you take control of our own destiny. So, how can you overcome an aversion to business development and take your practice to the next level?

Get Out of Your Comfort Zone

Networking and business development can be uncomfortable, but it is important to challenge yourself and step out of your comfort zone. Consider attending industry events, reaching out to potential clients, and promoting your skills on social media.

Don’t think of this as selling. Instead, this is looking for ways to be of service. Helping your clients solve their problems is a noble undertaking. If you are not letting them know you are there to assist, how else will they get the help they need.

Getting out of your comfort zone leads to personal growth.

Find a Mentor

This is exactly how I started with business development. Working with a mentor who has experience in business development can be a great way to build your skills and gain confidence. They can provide guidance, support, and help you navigate the sales process.

I even shadowed, my mentor Jim, to client meetings to get an understanding of how they work. Together you can build a purposeful work winning plan to keep you focused on the right things.

If there is no mentor available you could buy my book: Business Development Begins Here. This will lead you all the way through the business development process, setting you up for success. Having a framework like the one in my book makes the whole process so much easier.

Focus on the Benefits

Instead of viewing business development as a hardship, focus on the benefits it can bring. By developing new relationships and securing new business opportunities, you can focus on your areas of interest, build your reputation, and ultimately increase your income.

A technical specialist with strong work winning skills is a force to be reckoned with. Giving you a significant edge in your career. Of course, a consultant who can win clients and provide and excellent service will be sought after in any industry.

Final Thoughts

While business development may not be the favorite aspect of a technical consultant’s job, it is a necessary component of success. By overcoming your aversion to business development, you can take your practice to the next level and achieve your personal and company growth goals.

Remember, how can you serve your customers if they don’t know you’re there.

Business Development such a challenges

If you want a more proactive approach to upskill your work winning check out my flagship course Business Development Academy. This leads you through the business development process step by step. Giving you the skills, system and processes to be more purposeful in the market place. To learn more click the button below.

Business Development Academy

Business Development such a Challenge

Are looking to begin your Business Development journey but are not quite sure where to start? Download my guide to scaling your revenues in 10 days. This gives you 10 days of achievable action to set you on the right path.

For a definition of business development you can check out my take in this post here.

For a simple yet comprehensive framework to base your business development activity around I recommend checking out my new book Business Development Begins Here. It is available to order on Amazon. Visit the link to grab your copy now.

Why Business Development is so Important to the Ambitious Consultant

By Tom on November 11, 2022

To be a successful consultant takes more than just technical skill. Implementation, project management, stakeholder engagement and of course business development are all critical parts of the role. Especially as you become more senior. I believe that business development is a real differentiator between a good consultant and an excellent consultant.

Imagine interviewing for the next consultant to join your team of professionals. You have three strong candidates. All have the technical skills required and have history of managing large projects. However, one has a track record of proactively winning projects and bringing work into the team.

Who would you choose?

It seems obvious to me that a business developer who can do more than deliver technical work would be the front runner.

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A Consultant with No Business Development

Let’s think about the consultant who is good a what they do and get their head down to deliver great work on time to the client. Commendable. But not different. Yes they get the work done, Yes they make the customers happy.

But, they rely on other staff to give them projects. When one project finishes they seek the next one from the leadership team. Ultimately they have very limited control on what projects they work on and when. Not only that but the visibility of what projects might be coming up is also defined by what others choose to tell them. Not being active in the market and discovering customer pain points for themselves can limit their view of what type of work is available and what exciting projects lie over the horizon.

This results in a tendency to become very insular within the business with limited visibility beyond its borders.

I must stress that there is absolutely nothing wrong with the individuals I have described above. In fact all consultancies need very competent technical professionals to get the work done. But for an ambitious consultant looking to get ahead, refusing to grow your business development skills can be extremely limiting.

A Consultant Who Engages with the Market

Instead, imagine a technically proficient consultant who understands and values business development and actively engages with both customers and the market. Not only can they perform the technical work, manage projects and deliver. Additionally they regularly talk to and listen to customers, understand market trends and know which projects are coming up and which ones to pursue.

This type of consultant is strategic in the way they view their work. They think about how projects will open doors to new customers and have a view on growing their business.

By engaging with business development these consultants keep them and their team busy pursuing, winning and delivering projects aligned with their purpose. No longer relying on others to pass them projects they become the writers of their own destiny.

A Consultant Adding Value

Compare the two consultants I’ve described above. Which do you think has more chance of getting leadership and commercial roles? Which one adds value to the business beyond their technical knowledge?

Which would you rather be? Which would you rather hire?

Gaining the necessary skillset doesn’t have to be difficult. Following my triple A framework is a good beginning. Scheduling in time every week to contact existing and prospective customers can set you on the right path.

Think about how you apply business development to your role. Is there more that you could be doing? Integrating business development in to your day isn’t difficult. It just takes forethought and purpose. Maybe you should start.

Business Development Success

Are looking to expand your Business Development skillset but are not quite sure where to begin? Download my guide to scaling your revenue below. This gives the go-to list of activities to get you taking the right action over the next ten days.

If you want a more proactive and personal approach to your or your teams business development I am available to help. Through face to face video calls I’ll set you on the right path and keep you accountable to future activity. I currently have space on my 1on1 personalized coaching and advisory program. To learn more click the button below.

Business Development Coaching

Do You Hate Being Called a Salesman?

By Tom on September 23, 2022

Talking to a manager of an engineering consultancy last week unveiled an interesting insight into the perception of sales professionals today. She complained that her up and coming scientists and engineers showed no desire to step into a business development/sales role. She had tried several different approaches including training and allocation of client accounts. However, there was still no inclination from any of them to take it any further.

This got me thinking about my own journey into the world of business development. I started my work life as a hydrogeologist. While I did take on BD accountability I hated being referred to as “sales“. I just didn’t identify with it at all. Over time as I learned, read and practiced the craft I became much more comfortable with the notion. Multiple conversations have shown me that this is still very much an issue in the consulting industry today.

Daniel Pink wrote To Sell is Human as a way to combat the sales malaise. He shows that selling is very much a part of the day to day human condition. Certainly his book helped me view sales in a different light.

Unfortunately the Salesperson Stereotype is less than ideal

Used Cars Salesman Stereotype

Though outdated the used car salesman stereotype is still very much alive. This isn’t helped by the entertainment media who regularly play on this trope. Generally they portray the salesman (both male and female) with the following traits.

Greedy
Not interested in customers needs
Aiming to get the sale at all costs
Eye firmly on the commission
Loyal only to themselves

Obviously this is a trope and not necessarily close to reality. Unfortunately the stigma still exists in some circles. It isn’t helped when you do come up against a salesman who is blatantly using manipulation tactics against you. While not all that common I’ve been subjected to this on numerous occasions. Only yesterday I had a video call with a prospective service provider who told me that I should buy immediately as his prices were “coincidentally” rising tomorrow. Behaviour of this sort makes you re-consider if perhaps there is something to the stereotype after all.

Unfortunately I think that this is what our next batch of consulting scientists and engineers consider when they are asked to develop business in the market. Understandably they don’t want to be a part of it.

Technical professionals often don’t identify with sales

Will Never Identify as a Salesman

Technical consultants have spent money, time and stress to become proficient in their field. They identify as coastal engineers, environmental scientists, civil engineers etc. Subsequently they are proud of their role. Quite rightly so, it takes a lot of effort to do what they do and the work is undeniably valuable.

When they are asked to undertake customer pursuit and sales I believe this is seen as somehow diluting their role. It’s almost as if the act of selling their services diminishes their position. Of course we know this isn’t true. How else can you help serve your customers if no one is out there marketing and selling said services.

Unfortunately this negative perception of sales does not only lie with the up and coming staff members. I have seen an even worse attitude amongst the very experienced principal level professionals. They often see sales as being somehow beneath them. They like to tell you that their services are so good that they effectively sell themselves. While this may be true for some, I wonder if this misconception is a way to hide within the comfort zone of their technical disciplines. Focusing purely on the technical work absolves them from any responsibility for the wider team. If work isn’t coming through the door it is easy for them to sidestep the blame and point it towards someone else. Shouldn’t all senior staff be striving to bring in opportunities, after all they are likely some of the best connected professionals in the firm.

Thinking back to my perception of this as a consultant hydrogeologist I strongly identified with the technical application of my role. That is until I started seeing leadership pathways and was forced to start facing the reality of work winning. Once I started down these paths the importance of business development and selling became very clear. Not only that I got a real kick out of the strategic nature of the work.

The question is, how do we make the importance of work winning understood by our rising stars and senior consultants alike?

How Business Development Can Help

Lets start with the fact that business development is not sales. Rather it is the strategic, sustainable growth of the business. Does sales form part of this? Absolutely. But applying business development principles does not make you a salesman.

For those consultants with an aversion to selling, developing the business might be the way to get them thinking about the pursuit of opportunities. Get them to understand that for customers to be served via our technical expertise requires active engagement with the wider market. If they don’t a competitor will be helping those customers instead.

Getting each team to work through the assess, aim and action stages of the triple A framework would, I believe, start them walking the right path. Removing any talk of sales and really focussing on understanding the customers needs within the technical context is the key here. This isn’t sales. It’s identifying, understanding and solving customer problems better than the competition. Aligning business development with the technical discipline will keep the work winning firmly planted within their technical passion.

Next Action

Are your team members resisting on the work winning front? Have a think about framing it with the principles of business development.

If you want to give your team the tools they need to create consistency and repeatability in their work winning, I can help. For a simple framework to base your business development activity around I recommend checking out my new book Business Development Begins Here. You can order it from Amazon by clicking the pic below.

If you are looking to get your business development processes squared away right now, download my free BD checklist below. This gives you the actions needed to create a system around your work winning, turning it into repeatable action and results.

If you want a more proactive and personal approach to your business development I am available to help. Through face to face video calls I’ll set you on the right path and keep you accountable to future activity. I currently have space on my 13-week 1on1 personalized coaching program. To learn more click the button below.