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3. Build on others' ideas. At their best, brainstorming sessions are fast-paced and fun. Participants should try to build each consecutive idea on the previous ones. This can sometimes result in surprising twists and turns.

4. Pose an initial question. Suppose you had created a product for small businesses and were looking for a new marketing approach. The facilitator might open the brainstorming session by posing a question such as "What do small business owners want?" Participants would then throw out ideas, such as "to save time" or "to increase sales." Or you might select a feature of your new product, one-button operation, for example, and open with a question such as "How does one-button operation help small business owners?"

5. Use word association. This method involves brainstorming lists of words and then finding linkage between key words on each list. For example, imagine you want to create a new slogan for a hair gel product. You could start with the root word "gel" and use word association to come up with a list of ideas, such as "flexible hold." Then you could brainstorm another list beginning with "flexible." In the end, you might have four or five lists of ideas based on word association. To build your slogan, you'd choose a word from each of the lists and creatively link them together.

6. Identify a challenge. Even the most difficult questions can be tackled by brainstorming, provided you have the right group of people. When I was called in by an auto parts manufacturer to find ways to use the company's roll-forming expertise to produce additional products, we gathered together a large group of experienced workers from throughout the plant for brainstorming. As the facilitator, I began by posing a simple challenge—list anything made from rolled metal not presently manufactured by the company. In short order, the group turned out dozens of viable product ideas. Later, management evaluated all the ideas to determine which products offered the greatest potential.

Most Common Money Personality Types

What’s your money personality?
The three most common money personalities are achievers, money master and entrepreneurs. This is according to the book Your Money Personality

1. Do you seek challenges and consider money a scorecard?
Entrepreneurial types are more interested in making the sale than in managing their money.
2. If the above doesn’t sound like you, maybe you’re an achiever. These people are more conservative, know how their money works for them, and trust no one else to take care of their finances.
3. Or are you a money master?
“Value” is the key word here; money masters are bargain hunters, who always demand a cheaper price.
You can change the negative parts of your money personality, but you have to set goals and be honest with yourself.

Tips for Deciding if It’s the Right Time to Start Your Business

1. When real customers are willing to pay real money for your product or service, you have a real business. Start with the fundamentals: Who are you and why should anyone care? If you're not passionate about what you're doing, then why should anyone else be?
Every great business is built on a great story so start telling yours to potential customers and see if they buy what you're selling. Testing should always be done with real customers, not with family and friends (who may only tell you what they think you want to hear so they don't hurt your feelings).

2. Create evangelists for your idea, and make sure they know how, where and why to buy from you. If you've already built a fan base for your new business, you're one step closer to your grand opening. This set of people who support your idea will help you find your early customers. What are you offering and how does that stack up to the competition? Start creating a sense of urgency to build demand for your product or service. What can you do to be the "have to have" instead of the "nice to have" in the category you're entering?

3. If the days (and nights) fly by and you have more ideas than time to address them all, you're moving in the right direction. If you can't shut off the stream of ideas you've got to make your business a success, it's probably time to start acting on them.

4. When you believe in your core that a bad day on your own is better than a good day at your desk job, you've got nothing to lose. The important thing is to keep moving forward and learn from every experience. You can't wait for the perfect time to launch; you just have to course correct as you get more feedback along the way. Being an entrepreneur means making decisions without perfect information. Get used to it—or find another career path.

5. If you've made it this far, you owe it to yourself to give it a shot. If I haven't scared you off yet, you may be onto something. How do you get those early customers you can later reference? Ask for the order! People value things they pay for so always charge a fee. Remember that your enthusiasm and curiosity will inspire others. Never give up on what you believe in.

First up, you need a written action plan detailing how you intend to achieve your goals. Remember, goals not written down are merely wishes. Your written goals are the road map to your success. Never give up! Sure it sounds simple, but a lot of people throw in the towel before they should. To succeed, you must be willing to do whatever it takes.

And finally, don’t delay. You never know how much time you actually have to achieve your dreams, so you better get to it now!

> Entrepreneur Personality Checklist and Essential Qualities

Are you ready to put your own house, other assets, and collateral on the line?
Are you a persuasive salesperson?
Do you possess confidence in yourself as well as in your business concept?
Are you able and willing to raise a significant amount of money from investors?
Have you evaluated your strengths and weaknesses?
Take an EQ test and measure your ability to work with people.

There are three essential qualities entrepreneurs all share.

1. A healthy cynicism: Successful business owners are not deluded by dreams, fantasies or illusions about how the world "oughta be." They look closely at the world through their five senses, see what is really going on out there, and conform their behavior to the real world. They accept whatever they see at face value, without value judgments, and give people what they want. Not what the business owner thinks they want.

2. Insecurity: In business, a little anxiety is a good thing. It helps you spot threats before they become serious and spot opportunities before your competitors do. It keeps you awake (often at night) and focused, always asking new questions, always doubting the conventional wisdom. When business owners get too comfortable, decide they finally know what they're doing and start running their businesses on cruise control, that's when failures start to happen.

3. Successful business owners are tough, driven, determined, courageous, persistent and fiercely aggressive in pursuing their goals.

List of Emotional Intelligence Factors That Complement Entrepreneurship

Emotional Intelligence is a set of acquired skills and competencies that predict positive outcomes at home with one’s family, in school, and at work. People who possess these are healthier, less depressed, and more productive at work and have better relationships.

Self-Analysis: Analyzes own emotions in different situations and states.
Analysis of Others: Recognizes how others are feeling in different situations and states.
Self-Expression: Expresses emotions and emotional needs appropriately for the situation.
Discrimination: Recognizes feelings and emotions that point to dishonesty or manipulation.
Thinking: Uses feelings and emotions to redirect or prioritize thinking.
Judgment: Uses feelings and emotions to facilitate judgment and decision making.
Sensitivity: Capitalizes on mood changes to appreciate multiple points of view.
Problem Solving: Uses emotional states to facilitate problem solving and creativity.
Symptoms: Can spot the clues and warning signs of common emotional states.
Outcomes: Perceives the causes and consequences of positive and negative emotions.
Complexity: Understands complex feelings, emotional blends, and contradictory states.
Transitions: Understands transitions among different feelings and emotions.
Openness: Open to pleasant and unpleasant feelings and emotions.
Monitoring: Monitors feelings and emotions and reflects on implications and meaning.
Self-Control: Knows how to control own feelings and emotions effectively.
Others: Handles others' feelings and emotions sensitively and effectively.
Impression Management: Pattern of responses consistent with socially desirable responding.
Reading People: Identifies own and other people's feelings and emotions. Using Emotions: Uses feelings and emotions to facilitate thinking and problem solving.
Understanding Emotions: Understands how emotions operate and affect behavior.
Managing Emotions: Monitors feelings and emotions and knows how to control them.

www.myskillsprofile.com/tests.php

How to Use Your Subconscious Mind

The programming tool for unleashing the full powers of your subconscious mind is definition of purpose. The clearer your picture of what you want, the more activity you inspire inside your subconscious system. There are three main ways to put this to work, and they all involve writing:

Continually develop your goals in writing. Paul Meyer, founder of the Success Motivation Institute, says, “ If you are not making the progress you’d like to make, it is probably because your goals are not clearly defined.” There is power in continually sharpening the definition of your goals on paper. Clarity is power.
Write out your business plan. A written, detailed business plan combines goal setting, action planning, and problem solving. It makes ideas believable.

Create and use daily checklists. Have some organization in your day: see where you need to go and what you have done.

These three action steps have great practical value, but they also serve to communicate to your subconscious mind, in an organized manner, the seriousness of your objectives.

Thriving Consulting Businesses

Although you can be a consultant in just about any field these days, the current top 20 consulting businesses include:

1. Accounting: Accounting is something that every business needs, no matter how large or small. Accounting consultants can help a business with all of its financial needs.

2. Advertising: This type of consultant is normally hired by a business to develop a good strategic advertising campaign.

3. Auditing: From consultants who audit utility bills for small businesses to consultants who handle major work for telecommunications firms, auditing consultants are enjoying the fruits of their labor.

4. Business: Know how to help a business turn a profit? If you have a good business sense, then you'll do well as a business consultant. After computer consulting, people in this field are the next most sought after.

5. Business writing: Everyone knows that most businesspeople have trouble when it comes to writing a report—or even a simple memo. Enter the business writing consultant and everyone is happy!

6. Career counseling: With more and more people finding themselves victims of a corporate downsizing, career counselors will always be in demand. Career counselors guide their clients into a profession or job that will help them be both happy and productive as employees.

7. Communications: Communications consultants specialize in helping employees in both large and small businesses better communicate with each other, which ultimately makes the business more efficient and operate smoothly.

8. Computer consulting: From software to hardware, and everything in between, if you know computers, your biggest problem will be not having enough hours in the day to meet your clients' demands!

9. Editorial services: From producing newsletters to corporate annual reports, consultants who are experts in the editorial field will always be appreciated.

10. Executive search/headhunter firms: While this is not for everyone, there are people who enjoy finding talent for employers.

11. Gardening: In the past decade the demand for gardening consultants has blossomed (pun intended) into a $1-million-a-year business. Not only are businesses hiring gardening consultants; so are people who are too busy to take care of their gardens at home.

12. Grantsmanship: Once you learn how to write a grant proposal, you can name your price.

13. Human resources: As long as businesses have people problems (and they always will), consultants in this field will enjoy a never-ending supply of corporate clients, both large and small. (People-problem prevention programs could include teaching employees to get along with others, respect, and even violence prevention in the workplace.)

14. Insurance: Everyone needs insurance, and everyone needs an insurance consultant to help find the best plan and pricing for them.

15. Marketing: Can you help a business write a marketing plan? Or do you have ideas that you feel will help promote a business? If so, why not try your hand as a marketing consultant?

16. Payroll management: Everyone needs to get paid. By using your knowledge and expertise in payroll management, you can provide this service to many businesses, both large and small.

17. Public relations: Getting good press coverage for any organization is a real art. When an organization finds a good PR consultant, they hang on to him or her for life!

18. Publishing: If you're interested in the publishing field, then learn everything you can and you, too, can be a publishing consultant. A publishing consultant usually helps new ventures when they are ready to launch a new newspaper, magazine, newsletter—and even web sites and electronic newsletters.

19. Taxes: With the right marketing and business plan (and a sincere interest in taxes), your career as a tax consultant can be very lucrative. A tax consultant advises businesses on the legal methods to pay the least amount of tax possible.

20. Writing services: Anything related to the written word will always be in demand. Find your specialty in the writing field, and the sky will be the limit!

When It Rains, It Pours: Beating Feast or Famine

Most consultants would love to be so busy that clients are lined up waiting for their services. The reality is that many consultants are likely to experience, at some point, the feast-or-famine syndrome: streaks of challenging, profitable work, followed by stretches of the doldrums with little paid work in the pipeline.

Can you smooth out the ups and downs of this syndrome? Read on to find out.

A consultant once said to me, “One of the biggest challenges in consulting is juggling the pursuit of new opportunities with my 100% commitment to existing clients. It’s scary not knowing where my next project is going to come from, but how can I chase prospects when I’m already running so fast?”

There’s only so much time in the day to handle client service, administrivia, marketing, and the demands of life. And it’s easier to focus on the work right in front of you than to find the mental bandwidth to think about the future.

The trap is that consultants get so immersed in delivering value to their current clients that marketing temporarily takes a back seat. If you don’t actively promote your business, your market visibility ebbs and you unintentionally sow the seeds of famine. The result is a dwindling sales pipeline once your current projects end—which they always do.

Here are four tips to help you strike a balance between serving your existing clients and finding new ones.

1. Focus Your Resources

How should you allocate your marketing resources—your time, energy, effort, and your marketing budget? The key is to find just the right balance in marketing to three groups: current clients, prospective clients, and the broader market.

Without question, your best source for new consulting work is from your existing clients and the referrals they can provide. Your current clients should generate the largest share of your profits, so plan to allocate 60% of your marketing efforts to your existing clients.

Prospective clients represent the next generation of work for your practice. Your goal is to convert prospective clients into paying ones—if they fit your targeted client profile and have problems that you can resolve. Commit 30% of your marketing resources to win work from this group.

It’s always important to maintain visibility in the broader market. This includes everybody in the business world not represented in the two groups above. Invest 10% of your marketing resources in the broader market. Focusing on this group is less efficient, but the effort has the potential to generate important contacts and leads.

The 60/30/10 percentages are rules of thumb, and are not set in concrete. If you’re just starting a practice, you’ll expend more of your marketing efforts attracting prospective clients. As your practice grows, move toward the 60/30/10 percentages.

2. Take a Step Back

It may not be new advice, but the most potent weapon to battle feast or famine is a well thought-out marketing plan. Take a step back from your day-to-day work with clients to create a long-range marketing plan that’s realistic, will help you achieve your goals, and has your buy-in. Where do you want your practice to go? What clients do you want to work with? What sets you apart from other consultants?

Without a real plan that addresses those questions, your marketing will always be a hit-or-miss proposition. You might make time for marketing when it’s convenient, but you will put it aside when more in-your-face activities overwhelm your schedule.

The most effective marketing plan is short—seven sentences to be exact. It should fit on a single page. Feel free to add as much detail as you’d like, but begin with the basics. Even if you already have a marketing plan, try to re-craft it using these seven points:

Explain the purpose of your marketing. What results will you achieve for your practice through your marketing efforts?
Maybe you want to increase your market visibility, attain a certain market share in your industry, develop new business with existing clients, or launch a new service offering. Explain how you achieve that purpose by articulating the benefits you provide. Why are your services needed?
Why should clients choose you instead of a competitor?
Spell out the substantive value you provide for clients.
Describe your target market(s). Who do you want to reach with your marketing message?
You might, for example, target specific industries, segments within an industry, or a particular business function, like finance, human resources, or information technology.

Describe your niche. What’s your specialty?
Maybe you excel at improving employee productivity through training programs or at helping clients retain their best people by implementing career development programs. Outline the marketing tactics you will use. How will you convey your message to your target market(s)? Select the marketing tools you’ll use, such as publishing, publicity, speaking, or direct mail, to name a few.

Define the identity of your practice. How do you want clients to think of you—collegial, objective, analytical, creative, tough, collaborative, results-oriented, or generous with ideas? Identify the culture and reputation of your practice.

Quantify your marketing budget. How much will you invest in marketing? You can specify a dollar amount or you can commit a percentage of revenue from the business to marketing activities.

The process of creating your marketing plan will force you to make choices about the future of your business and about how to allocate your time and resources, especially if you are serious about achieving the objectives you’ve described in your plan.

3. Draw Yourself a Map

Have you ever been convinced that you knew where you were going only to find out that you were totally lost? When you’re lost, looking at a map—assuming you have one—can quickly get you back on track. A marketing road map spells out the details of how and when you will implement your marketing plan to steer your marketing activities in the right direction.

Preparing your marketing road map is a strategic and tactical activity. It begins with your ideas on how to present your practice to the market and sets a precise schedule for each marketing activity on your plan. Your marketing road map will always show you where you are and what you need to do to arrive at the future you’ve designed in your marketing plan.

You should derive energy and enthusiasm from your marketing plan and road map to keep you driving toward your goals—in spite of the fires raging in the short-term.

4. Maintain Your Traction

The most successful consultants know that marketing is a continuous process. Marketing success is about creating momentum through consistent action over a sustained period of time. You must be the constant force behind that process.

Once you have momentum, it’s easier to lose than it is to maintain. Stop paying attention to your marketing activities and you’ll lose your hard-won marketing gains—you’ll have to start from scratch. How much time is enough to maintain your momentum? Opinions vary, but try to spend a minimum of 20% of your time on marketing your practice. Variations of this rule are everywhere, so assess your own situation. But keep at it, no matter what.

You should schedule marketing time at the beginning of every month and every week. Treat your marketing “appointments” with yourself like client time: it’s uninterruptible, unless there’s an emergency. Reserve marketing time on your calendar and watch your market presence and success grow.

The consulting business can seem like a roller-coaster ride, but it doesn’t have to be that way. Keep your practice in the mind’s eye of your targeted clients, no matter how busy you are serving others. That will smooth out the ups and downs and pay dividends down the road. Take time every week to advance the visibility of your business, and you’ll experience continual feasts—without the famine.

Business Aspects of Consulting

1. Plan.

Take time out to put together a strategic plan for your own company—even if/especially if you are a solo practitioner. Make a plan to be doing what you want to do, where you want to do it. Then put that plan into action.

2. Find sources of cheap help.

Many new consultants can't afford to hire a secretary or bookkeeper to help moderate the administrative burden. Try these sources of cheap labor. Hire a neighborhood teenager for filing or phone duty after school. These kids can often do simple programming, too. Talk to a local college about an unpaid intern. If you give them a real project and coach them, they may be able to get credit while you get free assistance. Barter with a local group that needs your kind of services. Make a deal with your spouse or significant other to give you four to eight hours a week of his or her time in exchange for help with chores he or she hates.

3. Balance work realities.

When you start working as a consultant, you won't be working 100% on the work you love to do. Plan on one-third new business development, one-third administrative work, and one-third doing the real work. The more help you can get with the first two, the more time you will have for the last third.

4. Get it in writing.

Get all agreements in writing. Verbal agreements and lint have about the same weight.

5. Don’t quit your day job yet.

One day you are a drone, slaving away for an employer. The next day you are a glamorous freelance pursued by affluent clients. No, it does not work that way. The best approach is for you to get some consulting engagements while working on a regular job that makes your mortgage payments. Gradually accumulate enough reputation and long-term projects to make a transition to full-time consulting. Don't be sneaky, though. Inform your employer and get permission. Some of my successful consultant-friends have a mutually beneficial arrangement that enables them to work part-time both as an external consultant and as an internal consultant for their corporation.

6. Get advice.

Get good legal and accountant advice from the get-go.

www.thiagi.com/

Tips About Your Clients 1. Oftentimes, clients know the solutions to their problems; they just need someone to boldly go where they are uncomfortable treading.

2. Different projects for the same client may have different decision makers. For each project, identify your key decision maker and your key influencers, and then enlist their aid in getting the project accomplished.

3. To identify your key decision maker on any project, here are some reliable indicators. The decision maker is the person who can say "yes." (Many others can say "no.") The decision maker may be the one who controls the budget expenditure. The decision maker may be in a department unrelated to the project. The decision maker may not be your main contact, even when that person claims to be! Use tact to find the real source of authority.

4. Remember your clients' names and keep them holy: When you are being introduced to your client's associates, shake hands, trade business cards, and, above all, remember their names. Don't try to impress them or it will confuse you. Don't even try to make them laugh or it will distract you.

5. Acknowledge resistance. At the start of many consulting projects, some of the client staff might be resistant to your participation as an outside consultant. From the beginning, make it safe for them to air their concerns. Acknowledge these concerns. Don't refute them (which makes people defensive). Just make it OK for the client to have them.

6. A consultant should try to learn not to take things too personally. The client often has a hidden agenda that has nothing to do with you.

7. When all is said and done, it is the client's decision, not yours. The goal of a consultant is to facilitate decision making by the client, not for the client.

8. Keep your ego in your pocket. Remember that you are getting paid to help the client be successful, not to make the client wrong so that you can be right. Your ego (and your bank account) will be much better fed over the long haul from the pocket spot than from the center of the table.

9. Remember: clients often know the right answer for them better than you do; you just need to help them discover it.

10. Talk with as many people in a client organization as you can before you start making suggestions. You won't get the whole picture from one person, and you don't have the whole picture until you've gotten the whole picture.

11. Nothing you have to say is as important as anything the client has to say. Listen actively and empathetically. Frequently summarize the client's needs, ideas, and feelings.

12. Know a need when you see one. Most consultants mistake solutions or interventions for needs. "They need training! They need a job aid! They need a left-handed widget with 192 megabytes of RAM!" It is more useful to look for client needs in their vision, their objectives, their challenges, their values.

13. Clients don't care what you know until they know that you care. Take time to connect with the clients. Find out what how they are measured. Find ways to make them heroes. Volunteer to help them prepare their presentations regarding your solution. Find ways to make their life easier.

14. Assess the level of comprehension of your trainees and ensure that the training mainly be at the level of the trainee whose comprehension is the least—or you could isolate and destroy his or her confidence.

15. Always place the interests of your clients ahead of your own personal interests.

16. Listen, listen, question, question, listen some more. Subtext: just shut up. This must be constantly in your conscious mind.

17. Focus on customer benefit, not your feature. It's easy to get sucked into a specialty looking for a place to happen vs. really helping this particular customer in this unique context.

18. Build a relationship with the client. Don't be focused only on the technical deliverables.

19. Choose your clients carefully. Ensure there is a good values match, approach, etc. This will make for a more mutually enjoyable working relationship.

20. A successful consultant is a great listener. Listen carefully to make sure you understand the client's needs and you deliver exactly what is expected of you.

21. One of the most important skills we can use to be more effective consultants is listening!

22. Always remember: you are doing business with people.

23. Clients will buy for their reasons, not your reasons, and sometimes they will buy in spite of your reasons.

24. Drivers on slippery roads know that you need to drive into the skid and not fight it. A similar principle is applicable when you face a 'skid' situation in training, when a trainee may disagree and vocalize it. Don't drive against it by putting him or her down. Drive into it. Acknowledge, respect his or her experience and stand, promise to spend time with him or her later so that you don't waste others' time.

25. Sheep beget sheep, dogs beget dogs, and trainers beget trainers. This is an unbreakable law. Trainers, you have a powerful calling: only you can make other trainers. Do that with passion. Envision producing trainers for the next generation. What you see is what you get, when you train visualize your trainees as what you want them to be.

26. If you really want to find out what's going on in your client's organization, make acquaintance with the custodian(s). They have uncanny knack for giving invaluable insight.

Associations for Consultants



American Association of Political Consultants
This is "the national association for political and public affairs professionals."
600 Pennsylvania Avenue, SE, Suite 330
Washington, DC 20003
Phone: (202) 544-9815
Fax: (202) 544-9816
E-mail: info@theaapc.org
Web: www.theaapc.org

American Society for Training & Development
1640 King Street, Box 1443
Alexandria, VA 22313-2043
Phone: (703) 683-8100
Fax: (703) 683-8103
Web: www.astd.org

Association of Career Professionals International
The members of this association work with organizations and individuals in all areas of career services, including career management and transition (outplacement), assessments, coaching, talent retention, and organizational consulting.
204 E Street, NE
Washington, DC 20002
Phone: (202) 547-6377
Fax: (202) 547-6348
E-mail: info@acpinternational.org
Web: www.acpinternational.org

Association of Certified Internet Business Consultants
C/O Dr. Mosetta M. Penickphillips-Cermak, President
3308 West 111th Street
West Park, OH 44111
Phone: (216) 671-2535
Fax: (216) 671-0970
E-mail: membership@certified-ibizconsultants.org
Web: www.certified-ibizconsultants.org

Association of Image Consultants International 431 East Locust Street, Suite 300
Des Moines, IA 50309
Phone: (515) 282-5500
Fax: (515) 243-2049
E-mail: info@aici.org
Web: www.aici.org

Association of Professional Communication Consultants
This members of this organization include consultants, trainers, facilitators, executive coaches, writers, editors, corporate communication specialists, educators, and technical communicators.
Web: www.consultingsuccess.org

Independent Computer Consultants Association
This association represents a wide variety of information technology consultants who provide consulting, implementation, support, training, strategic planning, and business analysis services.
11131 South Towne Square, Suite F
St. Louis, MO 63123
Phone: (800) 774-4222 (toll-free), (314) 892-1675
Fax: (314) 487-1345
E-mail: info@icca.org
Web: www.icca.org

Independent Educational Consultants Association
3251 Old Lee Highway, Suite 510
Fairfax, VA 22030-1504
Phone: (703) 591-4850
Fax: (703) 591-4860
E-mail: info@iecaonline.com
Web: www.iecaonline.com

Institute of Certified Business Counselors
18615 Willamette Drive
West Linn, OR 97068
Phone: (877) icbc.org (422-2674)
Fax: (503) 292-8237
E-mail: inquiry@i-cbc.org
Web: www.i-cbc.org

Institute of Management Consultants
This professional association is the sole certifying body for management consultants.
2025 M Street, NW, Suite 800
Washington, DC 20036-3309
Phone: (202) 367-1134, (800) 221-2557 (toll-free)
E-mail: office@imcusa.org
Web: www.imcusa.org

International Association of Career Consulting Firms
Phone: (800) 565-2182
E-mail: inquiries@iaccf.com
Web: www.iaccf.com

International Association of Facilitators
14985 Glazier Avenue, Suite 550
St. Paul, MN 55124
Phone: (800) 281-9948 (toll-free), (952) 891-3541
Fax: (952) 891-1800
E-mail: office@iaf-world.org
Web: iaf-world.org

International Association of Professional Security Consultants
525 SW 5th Street, Suite A
Des Moines, IA 50309-4501
Phone: (515) 282-8192
Fax: (515) 282-9117
E-mail: iapsc@iapsc.org Web: www.iapsc.org

International Association of Registered Financial Consultants
This association serves consultants in areas of the financial professional organizations listed on its web site (www.iarfc.org/content_sub.asp?n=65).
P.O. Box 42506
Middletown, OH 45042-0506
Phone: (800) 532-9060
Fax: (513) 424-5752 Web: www.iarfc.org

International Coach Federation
This is a nonprofit, professional organization of personal and business coaches.
2365 Harrodsburg Road, Suite A325
Lexington, KY 40504
Phone: (888) 423-3131 (toll-free), (859) 219-3580
Fax: (888) 329-2423 (toll-free), (859) 226-4411
E-mail: customerservice@coachfederation.org Web: www.coachfederation.org

International Guild of Professional Consultants
This is a membership organization for individual consultants and consulting practices of all specialties.
5703 Red Bug Lake Road, #403
Winter Springs, FL 32708
Phone: (407) 678-7853
Fax: (407) 678-8173
E-mail: info@igpc.org Web: www.igpc.org

National Association of Computer Consultant Businesses
1420 King Street, Suite 610
Alexandria, VA 22314
Phone: (703) 838-2050
Fax: (703) 838-3610
E-mail: staff@naccb.org
Web: www.naccb.org

National Society of Environmental Consultants
This organization is dedicated to the professional development of members in environmental education and information.
303 W. Cypress Street
San Antonio, TX 78212
Phone: (800) 486-3676
Web: nsec.lincoln-grad.org

National Association of Legal Search Consultants
1525 North Park Drive, Suite 102,
Weston, FL 33326
Phone: (866) 902-6587 (toll-free), (954) 349-8081
Fax: (954) 349-1979
E-mail: info@nalsc.org Web: www.nalsc.org

National Association of Real Estate Consultants
2758 West River Drive
Lenore, ID 83541
Phone: (800) 445-8543 (toll-free), (208) 746-7963
Web: www.narec.com

National Association of Tax Consultants
P.O. Box 90276
Portland, OR 97290-0276
Phone: (503) 261-0878, (800) 745-NATC (6282) (toll-free)
Web: www.natctax.org

National Organization Development Network (ODN)
This association is for people who do interventions in the processes of human systems (formal and informal groups, organizations, communities, and societies) in order to make them more effective and healthier.
71 Valley Street, Suite 301
South Orange, NJ 07079-2825
Phone: (973) 763-7337
Fax: (973) 763-7488
E-mail: odnetwork@odnetwork.org
Web: www.odnetwork.org

Professional and Technical Consultants Association, Inc.
This is a non-profit professional association of independent consultants in various fields, including hardware and software engineering, biosciences, optics, marketing, management, and human resources.
543 Vista Mar Avenue
Pacifica, CA 94044
Phone: (408) 971-5902, (800) 74-PATCA (747-2822) (toll-free)
Fax: (650) 359-3089
E-mail: info@patca.org
Web: www.patca.org or www.patca.com

Public Relations Society of America
33 Maiden Lane, 11th Floor
New York, NY 10038-5150
Phone: (212) 460-1400
Fax: (212) 995-0757
Web: www.prsa.org

Society of Professional Consultants
P.O. Box 785
Westford, MA 01886
Phone: (978) 692-6950
Fax: (978) 692-7672
E-mail: info@spconsultants.org
Web: www.spconsultants.org

Society of Professionals in Dispute Resolution
1015 18th Street, NW, Suite 1150
Washington, D.C. 20036
Phone: (202) 464-9700
Fax: (202) 464-9720
E-mail: acr@ACRnet.org
Web: www.spidr.org

Society of Risk Management Consultants
P.O. Box 510228
Milwaukee, WI 53203
Phone: (800) 765-SRMC (7762) (toll-free)
Web: www.srmcsociety.org

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