Workshop Work
These are scenes of the crowd at the Writer's Block Workshop and the Mentor Summit held this week at Sea Pines Plantation in Hilton Head. The Private Roster Mentor Community is a global community of consultants, speakers, coaches, professional services
Alan’s Observations
These are some observations that influence our marketing approaches which I presented at our 12th Mentor Summit at Sea Pines Plantation on Hilton Head Island this week. 1. Volatility reigns. For the foreseeable future, volatility with be the new “normal.” Use
Alan Weiss’s Monday Morning Memo® – 9/20/10
September 20, 2010—Issue #53 This week’s focus point: Do you feel like a welcome customer of your credit card banks, or someone they're trying to ring every last dollar from in late charges, interest fees, foreign transaction fees, and penalties? Do
Dumb-Ass, Stupid Management
You cannot make this up. Two case studies. Last night, with the Patriots playing like the St. Agnes School for Girls and being pummeled by the Jets, and the Giants beaten so badly by the Colts that someone should have used
Lessons from the Self-Esteem Workshop
Here are the key points that emerged from my third Self-Esteem Workshop, for consultants and entrepreneurs, which I've now run in Providence, Dublin, and Newport. • All of us have a story. It's exceedingly rare to find anyone who has not
How to Think Life A (Successful) Consultant
1. Be clear about your value to clients, and accept your mission to provide that value to as many people as can possibly gain from it. Don’t be afraid to blow a horn to get their attention. 2. Never assume the
SummitConsulting.com named “Outstanding Site”
The Web Marketing Association has voted SummitConsulting.com as Outstanding Website. We scored 60 out of a perfect 70, with the industry average 49 and the winning awards average 52.9. We scored 9s in Design, Technology, Copywriting, and Ease of Use,
Alan Weiss’s Monday Morning Memo® – 9/13/10
September 13, 2010—Issue #52 This week’s focus point: The ongoing, incredibly inept actions of the Hewlett-Packard board are completely out of context in terms of the value system that Bill Hewlett and David Packard established for their firm. The board decisions