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Before Mailing Newsletter Or Sales Letter #4

Before I send a newsletter or sales letter to 50-2,500 friends and acquaintances (my entire network), I show it to about a dozen trusted advisors and ask for their thoughts and ideas.

Most are favorable, some critical. This reply comes from a banking executive who has been a career strategy client. London critiqued my letter, tore it apart, and rewrote it—which I truly appreciated. When someone will do that, it means you've got a friend. Even if you don't adopt any of their suggestions, you've still got a friend.

In addition to rewriting my letter, London talked to me about opening up an entirely new non-profit market. That's exactly what these broadcast letters are supposed to do: Give you new ideas.

From: London Black
Sent: Wednesday, June 26, 20— 6:26 AM
To: Bill Frank
Subject: Re: I need your thoughts, advice, and IDEAS

Bill,

I've made some suggestions to the letter, including more direct language and a more urgent call to action. (See attached file: Bill Frank Friend Letter - version 4.0.doc)

Here's my challenge to you: take a look at the non-profit, charity and church segments. I believe CareerLab has an opportunity to improve the leadership development of those types of organizations (where attention and care to human capital is more than lip service).

Having a background in church leadership, I can tell you that there are some huge disconnects between what mid-to-large church organizations are asking for from their pastors and what they are providing in terms of pay, structure, and support. I attribute that to ignorance in most cases.

Churches (and pastors) need help in determining their needs, finding each other, and supporting each other. A pastor of a mid to large church is every bit as accountable and responsible as a CEO of a business; usually just as well educated, too.

CareerLab could provide coaching to churches and pastors that would be iinvaluable and filter down to help many, many more people. In fact, since many churches have programs that help their members who are in the job market, why not partner with those churches to provide coaching and counseling to church members? More thoughts on that later.

Here in Washington, D.C., we have an active non-profit market. In talking to the President of the mid-west region for AT&T (Janelle Parrish—she's active in helping a number of non-profit organizations), non-profit boards are just beginning to realize the salary inequities that their leaders are facing. And they are just now addressing those. CareerLab could probably help in that segment also.

Talk soon,
London

This transmission may contain information that is privileged, confidential and/or exempt from disclosure under applicable law. If you are not the intended recipient, you are hereby notified that any disclosure, copying, distribution, or use of the information contained herein (including any reliance thereon) is STRICTLY PROHIBITED. If you received this transmission in error, please immediately contact the sender and destroy the material in its entirety, whether in electronic or hard copy format. Thank you.

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25 Reasons I love consulting.
by William S. Frank

Brand. You are your own brand, and you can define it any way you want. For many years, I provided outplacement to the ex-employees of Schlumberger, the world's largest oilfield service corporation. When departing employees left the company, they didn't request outplacement in their severance package. They said, "I want Bill Frank."
Demand. The world will always be full of terrible problems that need solving.
White Hat. I can be a helper and get paid for it.
Pay. I can be paid to do things I'd gladly do for nothing.
Variety. Every day is different.
Happiness. At this stage of my career, I only work for people I respect and care about. If a client micromanages me or is otherwise no fun, I complete the assignment and replace them.
Talent. I'm using 110% of my talents and stretching myself to the max.
Change. I can change my focus any day I want. If you're a McDonald's franchisee, you don't say, "Hey, I've got this great idea for a meatball sandwich—let's try it out today." In consulting you can adjust your focus hour-by-hour, as long as your clients still understand and appreciate what you do.
Income. No one else would pay me as much as I pay myself.
FUN. I can't think of anything I'd rather be doing.
Retirement. I can write and consult as long as I am physically and mentally capable. Peter Drucker worked into his 90s, and when asked which book was his best, he said: "My next one."
Job Security. Although clients come and go, no one can come into my office and say, "Pack up your stuff . . . You don't work here anymore." In 29 years, I've only had one employer: ME.
Travel. I don't have to travel unless I decide to. I travel if it's both FUN and profitable—or at least FUN.
Commute. I live five minutes from my office, a corner office in an upscale six-story tower. In winter, I leave a heated garage at home and drive to an underground heated garage at work. There's seldom time to hear even one song on the radio.
Vacation. Consulting is more fun than vacation (except on Wailea Beach in Maui).
Friends. I have developed hundreds of close acquaintances and several lifetime friends.
Time. I can work as much or as little as I like: four-hour days or 18-hour days. (Of course, my income will reflect that.)
Employees. I can work with employees, subcontractors, partners, or alone—I've done it all.
Passive Income. I've developed several products that provide "mailbox money." I earn while I'm sleeping.
Ethics. I've never had to violate my values or personal code of ethics. I've never had to lie, purposely deceive or harm others, or promise things I can't deliver. I go to bed with a clear conscience. That doesn't mean there's never any conflict. But the conflict is conducted according to generally accepted business practices.
Virtual. My career is fairly portable. With the Internet, e-mail, cell phone, and FedEx, I can work nationally, even internationally from my office—or anywhere in the world.
Purpose. I make a difference in peoples' lives every day. I see it in their faces, hear it in their voices, and read it in their thank-yous.
Experience. Every painful or joyful life experience makes me a better consultant. So does every person I meet or book I read. Grey hair can be good in consulting.
Structure. I have to work very hard, and the clients expect superb results—but I get to structure my days, weeks, months, and years.
Boss. Most of the time, I love my boss.

As I was posting these letters online, I realized I want to communicate my love for consulting. It's just a great business. The single letters, taken together, may create a picture of enjoyment, but in a burst of creativity I listed some of the reasons consulting is such a good fit for me—and perhaps for you, too. They are not prioritized; this is just how they came out.