Value-Based Fees: How to Charge—and Get—What You're Worth: A Guide for Consultants, Second Edition

10.5. TRANSITION TO THE ULTIMATE CONSULTANT

This entire series is based on achieving and reveling in a stature of the profession that I've called the "ultimate consultant." I've assigned that status as the highest level of my progression, even though one continues to grow, experiment, and benefit in this phase.

The ultimate consultant is sought out directly by buyers. There are no "middlemen" or feasibility buyers. The consultants select the projects that are of most interest and greatest mutual benefit. Fees are not discussed and may take the form of long-term retainers, deferred compensation, and other devices. The fees and margins are among the very highest in the field. Nonconsulting and remote consulting fees can be whatever the consultant decides to make them.

Ironically, the ultimate consultant and the entry-level consultant both need focus very little on fee levels and margins. But in the latter's case, it's because the consultant's business is desperately needed and so there is no thought of negotiation. In the former's case, the consultant's business is not needed and so there is no thought of negotiation.

Relatively few practitioners may reach ultimate consulting, but that doesn't mean we shouldn't be prepared for it. People believe they get what they pay for, and it's important that we behave in a manner consistent with our value. Therefore, the ultimate consultant

• Does not discuss fees

• Dresses and acts as a peer of high-level buyers

• Is never "hired" but agrees to collaborate ...