
In this lecture you sort the enquiries that reach you into three kinds, see what each one says first, and pick the move each one needs, so a free diagnosis stops eating your weeks and the scope gets written down before the work starts.
This course is built from five disciplines: independent consulting practice, sales craft, communications and reputation, coaching practice and online course production.
The map of the course
A dictionary for reading lectures from other fields as selling your own service
Three questions to ask after every lecture
A short self-diagnostic that shows which sections to watch first
Download the First Call Read and fill in one line after each lecture.
Tools in this lecture
Files to download (1)
Why companies bring in an outsider at all
What consultants are actually paid, and what drives the number
Where and how to find clients
The enquiries that come in most often, and the ones not to take
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (1)
Running an audit of a client organisation
Using surveys and interviews to locate the real problem
Preparing a report that makes the next step obvious
Why the diagnosis is the sales conversation
Tools in this lecture
Ready to use on the slides (13)
Services and apps shown in this lecture (4)
Models and methods explained (3)
Developing a strategy the client can act on
Building the processes underneath it
Helping the client staff the work
Putting in a way to check that it is being done
Tools in this lecture
Ready to use on the slides (12)
Services and apps shown in this lecture (1)
Models and methods explained (13)
An incremental approach to rolling something out
Making sure the change is accepted rather than announced
The tools a consultant actually has, given no authority
Evaluating effectiveness, and showing the client progress
Tools in this lecture
Ready to use on the slides (19)
Services and apps shown in this lecture (14)
Models and methods explained (17)
Where the value is concentrated in this service line
Which processes to describe first
Which tools to implement, and in what order
How the offer is structured and priced
Tools in this lecture
Ready to use on the slides (20)
Models and methods explained (3)
Separating terms clients use interchangeably
How to assess the current state credibly
Analysing why people leave
Developing the change plan, and what to advise
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (5)
Helping a client compare itself with the market
Building a pay range system
Designing a bonus scheme
Tailoring benefits, and putting in a review process
Tools in this lecture
Ready to use on the slides (21)
Models and methods explained (3)
Choosing between goal-setting systems for a client
Teaching an organisation to set goals at all
Introducing one-to-ones and performance review
Launching a learning system quickly
Tools in this lecture
Ready to use on the slides (12)
Models and methods explained (6)
The stages of a sale, and AIDA as the structure underneath
SPIN: situation, problem, implication, need-payoff
FAB and the expectations list for reading what a client needs
The value proposition canvas, mirroring, and using references
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (3)
The acquisition channels, online and offline, analysed with SWOT
Building a profile of the clients you actually want
Cold outreach, BANT qualification and the five-touch method
Social selling, and the elevator pitch
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (10)
The ladder of persuasion, active listening and open questions
Presenting a service through story rather than a feature list
Handling objections with LAER and Feel, Felt, Found
Closing: the alternative choice and the direct close
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (7)
Planning a week that contains actual selling
Goals in SMART form, and tracking them
The Eisenhower matrix and time blocking
Automating the process, and not burning out on the swing
Tools in this lecture
Ready to use on the slides (9)
Services and apps shown in this lecture (13)
Models and methods explained (2)
Modern sales technology, and AI in client interaction
What a customer system is for when you are one person
The options compared
Automation, reporting and analysis inside it
Acquisition cost, lifetime value, conversion, average deal
Analysing your own funnel honestly
Building an improvement plan with the plan-do-check-act cycle
Collecting client feedback, and using it
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (11)
How this moved from publishing news to managing trust
What the different communications roles own
What buyers actually expect from a visible expert
The competencies that matter now, and assessing your own level
Tools in this lecture
Ready to use on the slides (1)
Models and methods explained (3)
What a communications strategy is, and what it is not
Linking it to concrete goals: growth, trust, enquiries
Reputation as an asset with a value on it
Shaping key narratives, and the positioning framework
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (6)
Media, social platforms, owned media and opinion leaders
Internal against external communication
Deciding what to do yourself and what to buy in
The process, and the communications calendar
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (4)
Why a personal brand is a business asset for a service seller
The architecture of that brand, layer by layer
Thought leadership, public speaking, interviews, social platforms
Managing risk and the boundaries of publicity, with real failures
Tools in this lecture
Ready to use on the slides (7)
Models and methods explained (3)
The types of reputational crisis
Preventing the preventable ones
The principles of crisis communication
Working with media and platforms, and the standard mistakes
Tools in this lecture
Ready to use on the slides (11)
Why reach stopped meaning anything
Output, outcome and impact as three different things
Reputation indices and trust measures
Linking visibility to enquiries rather than to followers
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (10)
Why this kind of work is in demand
What usually gets in the way of the client acting
The model of the outcome you are selling
A tool for assessing where the client currently stands
Tools in this lecture
Ready to use on the slides (4)
Services and apps shown in this lecture (1)
Models and methods explained (3)
A tool for identifying strengths
A questionnaire for surfacing the real goal
Forming a picture rather than a vague preference
Working with values, and linking them to the goal
Tools in this lecture
Files to download (1)
Ready to use on the slides (10)
Services and apps shown in this lecture (2)
Models and methods explained (4)
What impostor syndrome is, from the working side
Why it affects competent people specifically
The career cube model
A tool for assessing it, and building a plan past it
Tools in this lecture
Ready to use on the slides (4)
The balance wheel applied to a client's situation
Finding out what the target actually requires
Drawing up a development plan they will follow
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (1)
Why these determine more of the outcome than technical skill
Which are currently in demand
The balance wheel for personal qualities
Assessing through competency questions, and a personality questionnaire
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (1)
Testing how well the client currently searches
What the other side does, and how to work around it
Finding out what the market pays
The strategies available, and choosing between them
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (1)
This course contains the use of artificial intelligence.
A service cannot be inspected before it is bought. The client is not purchasing your work. They are purchasing a guess about whether you will be any good. Here are 438 tools to make that guess easy: 260 ready-to-use question lists, procedures, templates and checklists, 132 models and methods, 43 services and apps shown on screen and 3 working files.
Open a lecture, take the tool, use it on the enquiry you have now.
Why the pipeline is the problem
You are excellent at the delivery. That was never in question, and it is why the quiet months are confusing. Work arrives through people who already know you, so the pipeline is really a list of acquaintances. When someone does enquire, you quote by the hour, which caps you at the number of hours that exist and invites a comparison with everyone else quoting by the hour. And you say yes to enquiries you should refuse, and then spend six weeks on a client who was never going to act.
What changes after this course
You say what you do in one sentence a buyer can repeat to their boss. You offer a package and not hours. You know which enquiries to decline. The diagnostic sells the engagement for you. Clients begin to come because they have read or heard you. And part of your expertise works as a product without your hours.
A note on the material
The service lines taken apart as examples are people consulting, that is hiring, pay, performance and change, and career coaching. The sales, authority and product sections do not depend on the field. If you sell a different kind of expertise, take the examples as a pattern of how an offer is built.
What is inside: 438 tools, counted lecture by lecture
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
Where the tools are
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe. I am also a founder and lead the strategy of my own academy.
Whenever I heard a client's problem, I built trust through my own experience of solving similar ones. At each new company I used examples from the previous one, and it always worked: when I could not only tell but show that I had already done something like it, people were ready to trust. And one of my engagements began with a post. Between other work I thought it would be good to consult someone and wrote on LinkedIn a list of what I could be useful for as a consultant. The finance director of iDeals answered: we need you. Before the first meeting I nearly judged the company by outside signs, and it turned out to be a very strong, advanced one.
How to use the course
Start with the first lecture and its first call worksheet. If the calendar is empty, go to the sales and authority sections. If clients come and do not return, go to the engagement sections. Section and lecture titles show how many tools are inside, and each lecture description lists them by name.
What is included
Where to start
Take the last enquiry you answered with an hourly rate. Open the first lecture, go through the first call worksheet and write the answer again as a package with a result. Send that version to the next enquiry. Enrol now and start your first lesson today.