INTERLUDE III
What’s Your Worth?
GAINING AND USING CONTROL
When I first looked into consultants’ success (and lack thereof), it was easy to see that time-based pricing produced low fees and the ethical challenges I’ve mentioned heretofore. The grand avatar of consulting in the recent past has been McKinsey, and I often pointed out that the company spent its time, metaphorically, trying to decide how the $300 an hour consultants they employed could be deployed at clients for $600 an hour!
But I also found that solo practitioners weren’t charging more not just because they lacked a formula for charging by value (which I’ve provided herein) but because their self-esteem wouldn’t allow it. Hence my discussion in Chapter 6 about being an “imposter” ...
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