Volume 3, Issue 1 2008
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Zip, Zing and Consulting Success
Bramwell Osula
This issue of the JPC continues our broad mandate, which is to examine consulting from a broader, more practical, perspective. The articles assembled here suggest again that consulting, at its most basic, is a practical, value-added activity in which professionals, utilizing a variety of different tools, work with their clients to deliver the best possible solutions that the aspiring or experienced consultant can adapt for immediate use. Consulting remains a broad field, with boundaries that remain largely undefined and this openness has both positive and negative effects on the practice of consulting that continue to be discussed. 
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Now That You’ve Been Called: 8 Principles of Successful Consulting

Nicol King

Consultants are called to a myriad of responsibilities on both a professional and personal level. In today’s society, where time is of the essence, serving with clarity of mind and a focus on purpose will prove beneficial to all involved. Identifying exactly what it is that you are called to do through your consulting practice will provide a balance and truth in both worlds. In this article, Nicol King provides basic guidelines for maximizing your vocation as a consultant through introspective, intentional, and altruistic action.
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School of Business & Leadership
Putting Zing Back into Organizational Consulting
Mark Addleson and Jennifer Garvey Berger
This article is about the work consultants do with their clients, the way we think and talk with them and the way we think and talk with one another. Management and consulting grew up with a focus on the organization (“the zation”).  We want consultants and their clients to pay attention to their organizing (“zing”). A variety of factors have made that distinction visible and a shift in paradigms desirable. One factor is the awareness of the complexity of organizational problems. Another is a growing body of work on practice. Paying attention to zing means new possibilities for practice, but the shift comes at a price: rethinking what it means to be a consultant and changing the expectations of both clients and consultants.
Growing Pains: A Learning Process for Rebranding and Repositioning Your Consulting Practice
Maureen A. Salmon
The author shares her personal experience of the process of evaluating and rebranding her consulting practice. Looking back over 7 years of experience as an independent consultant, she explores the importance of learning, drivers, rebranding and repositioning, and important lessons learned. The article also provides practical tips for effective rebranding and repositioning.
Lean Time Pursuits: Becoming a Better Consultant (and Person) on Your Off Days
Cynthia C. Hargis
How can consultants use the time between consulting engagements more productively? Those who learn to view the professional and personal elements of life holistically can find many opportunities to strengthen relationships, sharpen skills, and achieve balance, allowing time for everything that is important to us: family, work, community, and spiritual needs.

Journal of Practical Consulting
An online journal sponsored by
Regent University's School of Business & Leadership
1000 Regent University Drive, Virginia Beach, VA 23464
©2009 | ISSN: 1930-806X