is discourage clients from working with me? Perhaps some, but I’m not sure I wish to do business with them, anyway.

Here is my reasoning:

(1) I’m a prominent name in my field, a brand name. If I weren’t, my inquiries probably would not have heard about me.

(2) A huge storehouse of information is publicly available about me. With 12 published books and well over 1,000

A few weeks ago there was a substantial article in one of the major business weeklies about a consultant to Fortune 500 CEO’s.

Originally from India, this gentleman seems like a genuine “guru.”

One or two of his clients’ names were dropped in the article, and they are quite prominent.

But absolutely nothing else was said about the CONTENT of his consulting, or about his specific advice. He insists on maintaining utter confidentiality.

The article went on to say his clients appreciate his discretion, and this aspect of his service is one of the main reasons he seems to stay so solidly booked.

As a long time management consultant, myself, I find his approach very interesting and highly appealing.

As consultants, what we do for our clients is really no one’s business, but theirs.

If clients felt everything they did with us or revealed would be blabbed about, they would either do projects so mundane as to be meaningless, or avoid getting outside assistance, altogether.

Recently, I wrote an article indicating that client references should not be disclosed until the final step in negotiation is reached, and our prospects are otherwise convinced they want to work with us.

By delaying the disclosure of references we accomplish at least five things, assuring that our clients aren’t needlessly bothered by strangers or by our competitors, or theirs.

But now, in light of this other consultant’s successful approach, I’m considering not supplying references at any time.

Will this discourage clients from working with me? Perhaps some, but I’m not sure I wish to do business with them, anyway.

Here is my reasoning:

(1) I’m a prominent name in my field, a brand name. If I weren’t, my inquiries probably would not have heard about me.

(2) A huge storehouse of information is publicly available about me. With 12 published books and well over 1,000 a

is specific advice. He insists on maintaining utter confidentiality.

The article went on to say his clients appreciate his discretion, and this aspect of his service is one of the main reasons he seems to stay so solidly booked.

As a long time management consultant, myself, I find his approach very interesting and highly appealing.

As consultants, what we do for our clients is really no one’s business, but theirs.

If clients felt everything they did with us or revealed would be blabbed about, they would either do projects so mundane as to be meaningless, or avoid getting outside assistance, altogether.

Recently, I wrote an article indicating that client references should not be disclosed until the final step in negotiation is reached, and our prospects are otherwise convinced they want to work with us.

By delaying the disclosure of references we accomplish at least five things, assuring that our clients aren’t needlessly bothered by strangers or by our competitors, or theirs.

But now, in light of this other consultant’s successful approach, I’m considering not supplying references at any time.

Will this discourage clients from working with me? Perhaps some, but I’m not sure I wish to do business with them, anyway.

Here is my reasoning:

(1) I’m a prominent name in my field, a brand name. If I weren’t, my inquiries probably would not have heard about me.

(2) A huge storehouse of information is publicly available about me. With 12 published books and well over 1,000

ients is really no one’s business, but theirs.

If clients felt everything they did with us or revealed would be blabbed about, they would either do projects so mundane as to be meaningless, or avoid getting outside assistance, altogether.

Recently, I wrote an article indicating that client references should not be disclosed until the final step in negotiation is reached, and our prospects are otherwise convinced they want to work with us.

By delaying the disclosure of references we accomplish at least five things, assuring that our clients aren’t needlessly bothered by strangers or by our competitors, or theirs.

But now, in light of this other consultant’s successful approach, I’m considering not supplying references at any time.

Will this discourage clients from working with me? Perhaps some, but I’m not sure I wish to do business with them, anyway.

Here is my reasoning:

(1) I’m a prominent name in my field, a brand name. If I weren’t, my inquiries probably would not have heard about me.

(2) A huge storehouse of information is publicly available about me. With 12 published books and well over 1,000

d our prospects are otherwise convinced they want to work with us.

By delaying the disclosure of references we accomplish at least five things, assuring that our clients aren’t needlessly bothered by strangers or by our competitors, or theirs.

But now, in light of this other consultant’s successful approach, I’m considering not supplying references at any time.

Will this discourage clients from working with me? Perhaps some, but I’m not sure I wish to do business with them, anyway.

Here is my reasoning:

(1) I’m a prominent name in my field, a brand name. If I weren’t, my inquiries probably would not have heard about me.

(2) A huge storehouse of information is publicly available about me. With 12 published books and well over 1,000

is discourage clients from working with me? Perhaps some, but I’m not sure I wish to do business with them, anyway.

Here is my reasoning:

(1) I’m a prominent name in my field, a brand name. If I weren’t, my inquiries probably would not have heard about me.

(2) A huge storehouse of information is publicly available about me. With 12 published books and well over 1,000 articles available at everyone’s fingertips, people can have a significant, first-hand experience with my ideas without leaving their cubicles or corner offices.

(3) They’re not hiring a cashier or a regular employee. They’re dealing with a professional who has five degrees and a number of licenses and certifications, all of which can be validated, again, without dusting their derrieres.

(4) Every program is unique, and at best, they would get a hint about the success OTHERS achieved, which is not predictive at all of what they can expect, given their unique cultures, circumstances, requirements, and budgets.

(5) They’re really asking my clients to sell them and to make their decisions for them, and this is unrealistic and unfair to everyone. If prospects so doubt the wisdom of their own judgment, they are probably so insecure, nervous, and tentative as to be undesirable clients from my viewpoint.

(6) I guarantee my results. So even if I am wrongly retained, this is an error that can be corrected swiftly and painlessly. Which would you prefer: to hear a past client singing my praises, someone who could actually be my next door neighbor or tennis buddy, or to be assured that you will get results or you don’t pay? Which would you rather rely upon?

By the way, I do have a long and distinguished client list, consisting of names you’ve heard and admired, and names you should have heard about, and one day will.

But if you’re seeking me out to do a quick speech or a few weeks of work, do you think I s