Consulting Success With Michael Zipursky
Sales Strategies for Consulting Businesses
He sits down with Paul and shares how he helps entrepreneurial consultants to build profitable, scalable, and strategic consulting businesses by creating better systems, price offerings, teams, messages and more to better communicate their expertise.
Welcome to the Accelerate Sales Podcast. If you're a first time listener and you love what you hear, please subscribe. And if you're a regular, always love a review. And a review on iTunes would be great, it means the world to me. Please take notes by all means and there's lots of notes to take today, but there is a transcription at the end and we also have all the links in the show notes as well. So, what are you going to learn today? You're going to learn about value pricing, you're going to learn about how to decide which way to share content and exactly to who. Some really great points on that. And then the last one is around the power of pre-sales.
So, our guest has spent 13 years helping 600+ consultants in 75 industries around the world. He has got a great podcast. He really knows how to scale consulting businesses and it's a listen well worth it. And there's also some value at the end where he's going to give you access to a blueprint. So, now I'll hand you over to Michael Zipursky from Consulting Success.
Welcome Michael Zipursky from Consulting Success to the Accelerate Sales Podcast. Great to have you here, Michael.
Yeah. Great to be with you, Paul. Thanks for having me.
Well, I've got to get it down on the table straightaway that I have a very much an addictive personality. And when I find a podcast I love, I basically listen to every episode. So, I think I've nearly listened to every episode of your podcast. We'll talk more about it. The links will be in it, the Consulting Podcast, sorry, the Consulting Success Podcast. And I love it. I feel like I know you. But let's get my audience to get to know you a little bit more today. So, why don't we start off with who are the clients you love to work with?
Yeah. We work with entrepreneurial consultants that want to build profitable, scalable, and strategic consulting businesses.
Excellent. And look, I know now I work with consultants as well, and sometimes it's a bit like the word strategy means many different things to different people. So, what's your definition of consult? Who are the people that you really like to help?
Yeah, definitely. Over the last 13 years, we've worked exclusively with consultants and people who provide their expertise, their advice, their recommendations to organisations. So, that means they might be working with a multi-billion dollar organisation. It might be a small nonprofit, an innovative startup, a government organisation, but our clients are always working with organisations. So, our focus is not life coaches, massage therapists. This is not the area that we play in, but if you have expertise and you're great at providing results and value to your clients and you just want to get help on the business side of consulting, that's really where we support our clients in a strategic way so they can grow their businesses.
And give us a sense around the size of the consulting business. How many team members do they have?
Yeah. So, I mean, it's a great question. It really ranges. So, we have some clients that are solo, independent consultants. We have others who have teams of five, 10, even up to 50 and revenues range, everything from just getting started, transitioning from the corporate world into becoming a consultant to those that are generating a million, 5 million, 10 million and beyond. But our core would be several 100,000 in revenue all the way up to several million dollars per year.
Great. And if we look at that sort of million plus mark for those particular consultants, what are some of the biggest problems that you help them solve?
Yeah. I mean in those cases, it's very often they've gotten to where they are because they just do great work. And so, they have referrals, their network. They have things that are working, but in many cases they haven't been very strategic about their marketing. They don't have good systems in place. They don't have the right processes. And so, there's no real clear function to generate leads and opportunities consistently. So, that's one big area where we'll really help them to become much more intentional and strategic on how to leverage their strengths and how to look out, maybe what areas they're weak and how they can build better systems or a better team around that to better communicate their authority, their expertise, and to really have a way that they can consistently build our pipelines. So, that will be the first area.
The other area then is really about their offerings. There's almost always room to optimise your pricing strategy or to optimise the packaging and positioning of your services or products. And so, we're looking for ways to create more leverage. How can you get more out of what you already have? How can you take the assets, intellectual property, your expertise and experience, and how can you package that and kind of place value on it and price it in a way that allows you to earn significantly more without having to do more work?
Yeah. And I just listened to your recent podcast. I can't remember the guest's name, but he spoke about the fact that he moved to more of an ROI model and that had a significant upside in his business. So, if you could just maybe just recap a little bit about that. I'll put in the link, the actual episode, but just give what experience you've had with people moving from a, I suppose a cost plus model or a competitive based model to a value add model.
Yeah. It's a really great question, Paul, and this is probably one of the greatest areas of low-hanging fruit is just a massive opportunity for most consultants. It's a way to increase your pay, right? Just increase your salary per se, very, very quickly. And so, we've seen tremendous gains with many of our clients where if you're going in and let's say you're typically using an hourly fee or a day rate, not only do you start to encounter issues around your capacity and a bit of an income ceiling, if you want to be able to break beyond that and reach new levels, then you really want to start to communicate.
Well, first of all, identify the value and the potential return on investment for your client, but then be able to collaborate with them and communicate what that value is. And that changes the whole dynamic from the positioning of you as a consultant, to being a commodity, being one of many who just has another day rate has an hourly fee to all of a sudden the conversation is much more strategic and it's much more meaningful for the buyer where they actually are excited to engage with you because they see that there's a clear return on investment opportunity. They see that there's real value. And so, you move from being an expense or a cost to that buyer to actually being a partner and advisor, where they're seeing that they can earn a significantly greater return on that investment.
And that allows you to charge more because now you're connecting to the value that you are creating. And that return on investment is such a powerful area that many people don't really lean into. But once you start to talk that way and think that way and interact with buyers in that way, not only will that kind of seep into your content, into your marketing, but also into your conversations. And that shift of dynamic allows people to, in many cases, we've seen clients double, triple, even seven X their fees without having to do more work. It's just simply by shifting that conversation to be much more around value and return on investment.
Yeah. Well, hopefully they're doing less work and look, I agree with everything you said. You said in your experience, who do you think it's harder to convince? The owner of the business or their clients?
Well, I mean, when you say the owner of the business, do you mean like the consultant or the consulting firm owner?
Yeah. I mean, so in my experience, it's always the consulting firm owner, right? Because you have your own beliefs and biases and just typically the way that you've done things to this point. So, I remember Paul, I was sitting down with a client once she had flown into Vancouver, we met at the Pan Pacific Hotel, which is right on the ocean. We were having breakfast and she was sharing with me a proposal that she was planning to put in front of a client in the coming days. And we talked about it and I said, "Why are you structuring your pay this way?" She was essentially using a bit of a kind of blended hourly rate. And she just had this bias and belief that that was the way that things needed to be.
I said, "No, you've got to increase your fees. You're charging way too little, look at the impact that's going to have on the client." And she said, "Okay, you're right. I'm going to do it." That's all it took. There was no change in what she was delivering, no change in how much time it would take her. But just, she all of a sudden had that confidence because she saw, like the spark went off, the connection became clear to her that there was a real impact on the business, on her client's business and she wanted to participate in that value that was going to be created. And she right away earned that and that allowed her to generate significantly more revenue from that same client with the same amount of work that she would have done before, as you said, effectively, right?
Increasing her hourly fee, even though she's not using hourly fees anymore. But that's, you first need to convince yourself and kind of take that leap of faith. Once you do it, you'll never go back and clients will almost always be open to it. There are some industries where it can be a little bit more challenging to make that switch because some industries have always worked with external kind of consultants or contractors on an hourly fee daily rate type of basis. And so, you sign as have to have that conversation of why your approach is different, why you don't charge by the hour, but if you have the right conversation and you know how to approach it strategically and collaboratively, most buyers and clients are very open to it because they see that the value for them is significantly greater by taking that leap or moving forward and not staying where they are.
Yeah. Look, I couldn't agree more. And the other problem that you spoke about at the start is, they've relied on referrals, which I see a lot and their businesses done well, and they've done most of the sales, right? So, they're nearly sourced by the fact that I've got to a million, how are we going to get to two or even to 10? I just don't have enough capacity. So, what are some of the most immediate things you see working at the moment to switch from a referral only based leads and sales system into something that is more scalable?
Yeah. I mean, the first one is actually intentionally marketing. And the way that I think about marketing often is not how many people see it. When you think about marketing, it feels a little bit uncomfortable. It feels like you need to sell yourself to persuade and you need to do all this stuff that many consultants and consulting firm owners aren't that used to or comfortable doing. But the way I view marketing is really just about providing value and building relationships, right? If you have expertise and you can help to solve somebody's problem, then you probably want to help people. That's why you're in the world of consulting because you want to make an impact. And so, marketing is just all about getting on the radar of your ideal clients so they know you exist. And in doing so, you provide value and you help to build out relationships so that when, and if they need what you have to offer, you're the first person they think about.
So, the first step that every consultant should be looking at is their existing network. Their past clients, current clients, and then who can they get introductions or referrals? Most consultants, if they have already built their business to a certain level, there's going to be a lot of opportunity inside of their existing database. They don't need to go off and try to reach new people. In many cases, they already have a captive audience they're not doing very much with. We've had many clients who might maybe send out a newsletter, but that newsletter has never been optimised with a call to action. And so, you just look at it, that's an asset. You have this database, you have this relationship with somebody, but you're not really communicating with them very effectively. So, making one change, we've had clients where in several cases we had one in Australia, one in the US who they were sending out newsletters, but never generating leads or inquiries. We looked at how to restructure that, put in a much more intentional call to action. And now every time they send that out, they get five to seven inquiries coming right back in. And so, that now has become a very constant way for them to, and consistently for them to build their pipeline. So, that'd be the first thing.
The second is actually looking at the majority of the opportunity in the marketplace, which is the ideal client that you don't yet have a connection with. And starting to, first of all, identify who really is your ideal client, because even if you're at the 1 million or 5 million level, you may have multiple different kinds of personas or profiles of who an ideal client could be. But you want to hone in on who is the most likely, the highest priority one that you truly feel has the biggest problem that you can help to solve and getting clear on that person, then making sure you have messaging that will get their attention and interest and resonate with them so they want to have a conversation with you.
And then figure out how you can get in front of that person, which could be LinkedIn. It could be emails. Depending where you are in the world, there might be restrictions around what you can and can't do. But even direct mail. I mean, there's many ways to get in front of ideal clients. The most important thing is that you start getting in front of people and that you do it consistently. It's not just about sending one email or one LinkedIn message and going, "Oh, yeah. I got a response or I didn't get a response." You want to think instead of a kind of getting up to the plate and just trying to hit a home run right away, think more about a campaign of hitting singles, doubles, and just consistently doing that.
And that's why the follow-up is so important. And what I've seen very often, Paul, is that most consultants and firms aren't doing their marketing very intentionally. But then the second part of it is that they're not doing any follow-up or they're doing very little follow-up. So, they'll do one activity, one action, like they do one webinar or one email or one direct mail piece, but there's no real strategy. There's no real system or process so that it can run for them consistently. The vast majority of business opportunities don't come on the first attempt, it's what you do after that. So, that's why that real marketing plan is so critical.
Yeah. And what are some of the reasons that people aren't consistent in?
I mean, I think one is definitely time, right? It's very easy for a business owner to get, just be fully consumed with your existing clients and projects. And so, you're so focused on deliverables that you don't feel that you have the time to do marketing. What I've seen many people also encounter is they're so busy being successful, but they're not thinking about the future. And then all of a sudden you have a couple of clients or potential opportunities that you were expecting that don't actually come through. And now you look at your pipeline, you go, it's not as healthy as I thought it was. And you have to scramble to try and make those phone calls or re-engage. Whereas if you just actually had a good plan in place and you were running that strategically and consistently, you would always have a really robust pipeline of opportunities to grow your business.
So, I think that part of this time, part of this knowledge, right? People are overwhelmed with options. Today, we have more options in every aspect of our life than we've ever had before and it's the same for buyers of consulting and advisory services. They have plenty of options. And so, in order for you to cut through all that noise, right, you really want to get clear on what the strategy is. And if you have too many options, it's easy for you as a consulting business owner to be overwhelmed and not even to know where to begin. And so, that lends itself to people kind of dabbling in some things or thinking about some things, but not executing on them. And so, if you can get very clear on what the best strategy is going to be for you and for your specific firm and then actually work on it consistently, you'll find that you're able to start seeing the fruits of your labour relatively quickly.
Yeah. And that's why I think it's so important to have someone like yourself go and actually see. The old saying is, it's hard to see the label from inside the jar. And I think, yeah, that strategy and everything that you do for clients comes naturally. But when it comes to you and your own business, it's not as natural. You've got the ability to think that way. You just need someone to shift that paradigm. So, I think that's where it's really important. And I think that time factor is the team as well. I know that on your last podcast or might've been two ago, you spoke about the power of virtual assistance and getting people to support them. I think that's so powerful. A lot of people say, "I don't have the time." I'm like, "Yeah, but you can buy time, right?" You're going to buy time and you can buy time at very affordable rates to get people to do that. And what about social media? How does social media play in that current lens of gaining clients?
Yeah. I have a bit of a love, hate relationship with social media. I personally don't spend a tonne of time on social media yet I'm quite visible and that's because I've put systems and processes and team in place, because I think it is important to be visible in social media. But at the same time, it's not somewhere that you need to spend a lot of time if you yourself don't enjoy it. As well as depending on where your ideal clients are. So, if your ideal clients aren't active on social media, that's not where you should be prioritising to put your time. I think this is one of these dangers that a lot of consultants find themselves in. They look at what somebody else is doing. They go, "Oh, they're doing it." Everyone's talking about social media or Instagram. Or you might remember Paul when Clubhouse first came out, everyone's like, "Oh, you need to have Clubhouse."
I was like, I don't need to have a Clubhouse. I'm not interested in that right now, maybe down the road, but I'm busy enough doing other things. I'm not just going to jump on a trend. I mean, Clubhouse is still here, but it's not, you don't hear people talking about it as much as you used to because these things come and go. I think what's most important is that you are focused on what is the most direct path to having a conversation with your ideal client. And that means that you need to know where your ideal clients hang out. That might be in professional organisations, industry associations. It might be at conferences. It might be on LinkedIn or certain forms of social media, but every business is different. And so, you want to figure out number one, where do your ideal clients congregate? Where do they go to get information?
And number two, what are your strengths? Because if you really dislike, for example, going on social media, then you need to figure out is that the most important path for you to take, or is there another way for you to get in front of your ideal clients that you might enjoy more? So, I think it's that balance between, where are people and where do you want to be and figuring out what is the right strategy? Because just because one thing works for somebody doesn't mean it's the right thing for you. I think it's an individual kind of case. And you want to look at that and look at your model and figure out what is the right path for you.
Yeah, totally. We've doubled down on LinkedIn because we know most of our clients are there on LinkedIn. So, it made sense, but has very little presence to the point where I actually say a lot of the social platforms. If you really want great content, please come across to LinkedIn to see the best. And we get thousands of views per post, but it's all on that one. And that also, I think Clubhouse, and I had this debate with someone the other day where I think Clubhouse, if you're an influencer and you actually want to share audiences repeatable, I think Clubhouse is a great place to be. But if you're not already an influencer, I think it's very hard to cut through. So, I totally agree with picking the right ones. And now, you've dealt with over 600 consultants. You've given us a good understanding of the problem and ways to solve them. But what about for you? What's the best source of leads for your business?
Yeah, I mean, for us, it's always been our content. So, 13 years of publishing articles, videos, podcasts, books, things of that nature. We've always focused on providing as much value as we can to the marketplace. In fact, when we started Consulting Success, we didn't have a monetization plan. I was busy running my own consulting firm. My cousin and business partner, Sam, was also working in his own job. So, we started off on the side just as a way to share and hopefully help people avoid some of the mistakes that we've made and kind of benefit from those best practises.
And that has turned into more and more people saying, "Hey, this is great free content. Do you guys have a programme?" "Well, no, we don't." So, we created one. "Oh, we'd love to work with you more closely. Do you have a coaching programme?" "No, we don't, but we can build one." So, we evolve our business over time, but for us, just to answer your question, Paul, it's really been content, in all of its forms has been our number one driver and continues to be. So, we do do some targeted advertising and things kind of amplify some of what we have, but content has always been our number one source.
And I know you've gotten into your side books, which you can go onto the website and see all of those, and I've got to compliment you on your website. It looks fantastic. And then you've got the podcast. If you're giving advice to someone at the moment, say, creating content. And I know it's a hard choice, it's a bit like picking between your children, but in your view at the moment podcast vs book, which way do you lean?
Yeah. So, I'm not a fan of like the best one way to do something. So, this kind of question to me feels like a trick question and I'll tell you why and I think I need to explain. There's going to be some people listening to this, watching this who, the idea of interviewing, of having a conversation like this would be terrifying and there's not going to enjoy that process. And so, for that person, I would not recommend doing a podcast, even if it works really well for your business, if you absolutely hate it and you're dreading and it's causing stress, that's not going to be good for your mindset. It's not going to be good for your health. So, I think you, look at it, where are your strengths? If you're a great writer and you love writing books, and you know that your ideal clients will read books, go down that path.
That being said, podcasts are extremely powerful. As a way to share ideas and best practises and intellectual property podcasts are extremely effective, but they're also really powerful for you to interview your ideal clients, right? To invite your ideal clients to be on your podcast is a strategy that many consultants can use and do use. And so, my preference in terms of where you might see a faster result would be a podcast. But if someone's going to know the idea of getting on a podcast is freaks me out, I'd say, lean into your strengths. Do you enjoy speaking? Do you enjoy videos? Do you like creating infographics? Where can you excel? And as long as there's a match between your strength and what your ideal clients would consume or be interested in, that's where I would start.
Yeah. Great answer. And I know for me, I wrote a book and I actually wrote most of it on a dialysis machine, pre my transplant. And I can tell you, it was incredibly painful, both the experience of dialysis, but also writing the book. And I've got now, edge dial, I think, am I going to do another book? Because I moved from what I was, the branding to now accelerate sales, and it terrified me. But we're doing this, like you said, and I love it. Anytime I get the chance to talk to incredible people like you from around the world, from my little home here in Melbourne, Australia is fantastic.
And I think the repurposing ability of a podcast is enormous as well. But yeah, I love what you said, make sure that you love it because ultimately people are buying you and it doesn't matter even if you're a 50 person consulting business, you're still the leader of that business and they're buying you, so you got to be at your most comfortable. So, we've talked about leads and generating those leads. Any tips you've got on the best way that you've found to convert leads into actual sales?
I mean, this could be a big topic.
Give me another podcast.
The way that we always look at this is let's say you have an inquiry, you have a quote-unquote lead that comes in. Of course, there's the conversation that you're going to have with that buyer and how you approach that conversation, that's a whole, we can have a whole masterclass conversation just around how to navigate that quote unquote sales conversation or enrollment conversation, or kind of mutual fit conversations as you might call it. But the other part that I think a lot of people don't spend enough time on is what do you do before that call? So, the whole pre-sales event. And that's a massive opportunity to demonstrate authority, credibility, build trust, and if done correctly with the right strategy in place, what actually happens is when you jump on a call or meet face to face, you don't have to spend time selling.
You just got to have a really deep, meaningful conversation to explore, is there a fit here? You don't have to try and persuade or put the spotlight on all of your accomplishments, because you've done that in the pre-sales. And that makes the actual conversation with that buyer, that first conversation significantly more effective, but also it typically accelerates your sales cycle because you don't have to spend as much time in multiple conversations because you've done a lot of the heavy lifting and work in advance. So, that would be an area that I would point out that I think people could spend some time on improving if they're not doing it.
Yeah. I think that's a great suggestion. And we use a platform called Book Like A Boss, and that gives you the ability to have questions, but also a video for you, just a couple of tactical tips on that pre-sales. What are you seeing what's working well at the moment?
Let's say, somebody books into your calendar, one of the first things that you could and should do, would be to send some additional information to that person that would be credibility boosting information. That might be articles, case studies, testimonial videos, but anything that really helps to solidify in that prospect's mind that you are good at what you do. And again, there's many different ways to demonstrate value, but one of the best ways to demonstrate value is through content because if someone reads something and they go, "Wow, you really understand my situation," or they read a case study and they see themselves in that case study, or they watch a testimonial video and they see themselves in that testimonial video, it's again, that it's increasing that trust and that credibility in their mind.
And so, when they then come to speak to you, it's not a question of like, can you help me? The question that's in their mind is right, like, what would it be like to work with you? What are the details of our work together? And so, that's what I would recommend that people do is look at what are you doing between the time that a meeting is set and the actual initial conversation.
Yeah, I think that's a great point. And then the next gap obviously is between the first call and the second as well. You can continue that journey. So, I completely agree. The last question in this section before I go to the rapid thought is who supports you and helps you build your sales and might be sales and marketing, but in particular sales?
Well, I mean, so I break this into two. One is we've always worked with our own coaches and mentors over the years. My background is, background, I shouldn't say background, really my, when I was young, I did the sports, right? So, growing up, I played many different types of sports very competitively. I've always valued having a coach, having a mentor, having someone to learn from. And I think if you look around at the most successful people in the world whether they are artists, they're creatives, they're business people, they have their own coaches, they're all mentors, their own kind of people to support them. So, for me, that's number one, a very important kind of area. And the second is a team.
So, we've been consistently building our team throughout the last several years, but especially more recently adding on key team members and that's partly to be able to make a greater impact so that we can serve more people, but it's also to help in different areas. So, your question was more kind of around the sales area, but we've got different people on our team that help with different aspects of content or design or sales. And so, we're trying to be very strategic about getting the right people into the right seats who can really excel and help with those specific areas.
Yeah. So, I really get the importance of the team. What about a quick tip on recruitment? Is there one thing, and I know, like you said before, it's not always one option for everybody, right? But what's in particular, in your situations working well for you for sourcing really great team members?
Well, the first would be looking at your own community. So, we found many of our coaches that also work with clients or people on our team. They come from within our own community. They read our newsletter that we send out weekly. They made their podcast subscribers. So, they're already familiar with the Consulting Success brand and they're interested in it, right? They want to be part of it. So, for that, that's probably been one of our top ways of recruiting. And then beyond that, there's other ways to create a very compelling job description and qualify people that we could get more into if you want. But if I had to only offer one thing, Paul, it would be to look inside of your existing community.
Great. Well, before we go into the rapid fire questions, I'd just like to ask you while listening or watching this at the moment. Do you think you've got the right sales system to get to your next million in revenue? And if you've paused and you're thinking maybe I haven't, what I want to do is help you. So, if you go to Paulhigginsmentoring.com/pulse, there's nine questions. And those questions are specifically there to see if you've got everything in place to get to that next million. And at the end of it, you'll get a score based on your answers and you also get the opportunity for you and I to go through a plan, not a sales call, but a plan to actually help you bridge that gap so you can get to the next million in revenue. So, that's Paulhigginsmentoring.com/pulse. So, now we've got the rapid fire questions, Michael. So, are you ready?
Let's do it.
All right. Excellent. And remember, it's a sip of beer, not a glass of beer, is that Aussie would say. So, the first one is-
I only got water with me right now.
That's fine. I know it's your afternoon. But anyway, the first one is what are some daily sales habits that help you be successful?
Always prioritising. So, looking at where we can have the biggest impact and focusing and starting our day with that. So, if it's a high priority client opportunity, we'll start a day with reaching out to those people.
Great. And what's a piece of technology that helps you accelerate sales?
Boomerang is a great tool. When you send an email, you can set it up to notify you if you do not receive a response within a given time period. Oftentimes things fall through the cracks. This would allow you to consistently follow up with people and not miss the beat.
Well, I know that you've got the Consulting Success Podcast, we'll put the links into the show. And like I said, I'm a big fan of it. But what about for you? What are some of the resources or ways that you find out more about sales?
So, I'm a voracious listener of podcasts myself. I go for a run every morning and I'm always listening to different podcasts. Some are business-related, some are investing related, some are marketing or sales related, entrepreneurship related. But for me, that's a big one. And then as you may or may not be able to see behind me in the bookshelf, I also do enjoy reading. So, those are my two kinds of go-tos.
Brilliant then. Now, how do you give back?
I'm a big supporter or I don't know, big supporter, but I support a couple of different children's organisations locally to work with kind of kids that are in tough situations that don't have access to food or things that help them to realise their potential. So, both myself and my wife are supporters of a couple of those causes.
Oh, that's brilliant. And the last one is, you've given lots of wisdom, but if you could just think of one key takeaway that we could get from this to 10X our sales, what would that be?
Be consistent with your focus on having conversations with your ideal clients in the most direct manner possible. You don't need to complicate things. You don't need a million different moving parts or pieces. Just get very clear about who your ideal client is and make sure that you have a system in place to reach out to those people consistently, because the more conversations you have, the more business you'll typically generate.
Brilliant. Well, look, I really love listening to you today, as well as interviewing you, Michael, but I've learned a lot as well. And I'm sure for you, that are listening or watching it, you've done the same thing. There'll be a full transcription and also all the links in the show notes, but remember the podcast. So, it's Consultingsuccess.com, which I highly recommend. And also Michael's been kind of giving us a blueprint. So, if you go to Consultingsuccess.com/blueprint, it's a summary of his best content there for you to take onboard straightaway. So, Michael, it's been an absolute pleasure and thanks for being on the podcast today.
Oh, great to be with you. Thanks so much. And just, if I could add one thing, you mentioned the podcast it's Consultingsuccess.com. And then from there you can get the podcast. It's not, I think you mentioned the podcast in the URL, so it's not, that's just Consultingsuccess.com. And then from there, you can find all the resources and podcasts. But Paul, thank you so much. It's just brilliant what you're doing and your focus on making an impact and helping people. I really enjoyed the conversation today. So, thank you.
Great. Thanks, Michael. Bye.
I really loved that interview with Michael and he shared so much wisdom. I love the fact that he talked about value pricing, and the mindset that it's actually you, it's the harder person to convince, not the actual end client. So, please take action upon that. If you have learnt something, please share it with Michael, share it on your socials. Also share it with me. That would be fantastic. Also there's the transcripts and all the links, as I said in the show notes, and why not tell one maybe 10 or why not a 100 of your friends, if you've got that many about this. Don't hold these sales secrets to yourself, be the sales hero and share it with your friends. They will love you for it. And also it helps people to get more sales. So, that's great also. If you want your next million in revenue, just go to Paulhigginsmentoring.com/pulse, and take that quick test there. Please listen to the solo show. There's lots of value there. And the last thing is please take action to accelerate your sales.
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About Michael Zipursky
Michael Zipursky is the CEO of Consulting Success® where they specialize in helping entrepreneurial consultants grow profitable, scalable and strategic consulting businesses.
He has advised organizations like Financial Times, Dow Jones, RBC, and helped Panasonic launch new products into global markets, but more importantly, he’s helped over 500 consultants from around the world in over 75 industries add 6 and 7 figures to their annual revenues.
Over 35,000 consultants read his weekly consulting newsletter. Michael is also the author of the Amazon Best Sellers ACT NOW: How successful consultants thrive during chaos and uncertainty, The Elite Consulting Mind and Consulting Success® the book, and the Future of Consulting.
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