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How did you win your last client? What was the most surprising way you’ve won a client? Reply or comment and let’s share our strategies!

We covered a lot in this conversation, and honestly we could have talked for at least a couple more hours on this topic. In our prep session before the panel, we discussed how our guidance would differ depending on where a solopreneur happens to be in their journey. Some of you are already “in the room” and actively positioning your offerings with C-suite executives - while others are too intimidated to even approach the hallway that leads to the door to the room.

There are deep psychological and emotional components to this challenge. We can even see it in the framing of this conversation. By hosting a whole panel around the topic, we’re elevating C-suite executives to a revered and almost untouchable level. As if they’re high up on a pedestal above the rest of us.

I think that’s the first key takeaway:

You’ll never be a C-suite advisor if you’re afraid to treat them like peers.

Working in-house as a full-time employee, even a senior-level one, is very different than operating as a trusted advisor outside the organization. As a trusted advisor, you’re no longer reporting to that senior executive. You’re now on equal footing, speaking to them from your vantage point of authority and expertise.

As a consultant, your value isn’t in your deliverables. Your value is in your judgment - your ability to help that CEO or C-level exec to make decisions about what to do (and even more often, what NOT to do). Decisive, self-assured and judicious consultants are called in time and again. Wishy-washy, people pleasing consultants are not.

Here’s another key takeaway from the conversation:

Your pricing has to reflect the consequence of the decisions you’re helping the executive to make.

When you’re working with the C-suite at this level, your acumen and certainty come with a steep price point. Executives are accustomed to scarcity economics, and they understand that it’s not cheap to access strategic and trusted counsel in a niche space. This isn’t the moment to offer discounts. This is the moment to project unshakeable confidence in your enormous value.

If you’re looking to bring in more C-suite clients, you’ll find this discussion helpful.

Click the image below or click here to watch the 1-hour recording.

Many thanks to Dustin Siggins, founder of Proven Media Solutions, who was kind enough to host and invite me - as well as to Lynn Zimmerman and Jeremy Tunis for joining in a scintillating conversation.

I want to share this list, but please keep in mind as you read that there’s absolutely nothing wrong with going back to a full-time role if that’s what’s right for you and your family. Most people feel secure in full-time jobs, and if you’re in the U.S., the need for health care coverage is a very real thing.

That said, if you’re committed to making a successful go of working for yourself, you may want to critically assess yourself based on this list. Time and again I see these behaviors in the folks who thrive solo and sustain businesses for years.

But first, be warned:

These traits do NOT come automatically and organically to successful solos. Oftentimes they’re very well practiced and hard-won over time. Don’t make the mistake of thinking that just because some of this doesn’t describe you right now, that means you won’t ever be able to change. You can transform into the kind of solo you want to be.

Traits of Successful Solos

1. Market listening and adaptation: Highly profitable solos are always clued in to the needs of the market, and actively shaping their services to match. If there’s no warm and eager market / pain point for your offer, that means your offer needs to drastically change. If you came up with your offer in your own head based on what you like to do or what your background is (versus coming up with it directly as a result of hearing a lot of needs and complaints from your target audience), you may not have a viable product / service at all. And if it’s not viable, no matter what you do, you won’t be able to consistently sell it. If you don’t have a compelling and necessary offer, you don’t have anything.

2. Attentiveness, responsiveness and courtesy: Highly profitable solos are service-minded, skilled with client relations, and excellent at making a contact feel like they’re the most important person in the world. Often they go above and beyond basic professionalism and weave in those little extra touches that make people feel special and cared for. But they also get the basics right 100% of the time (always replying to emails - and usually quickly, always showing up early to calls and meetings, always taking a moment to check in on how their contact is doing, always listening actively, etc).

3. Likability, trustworthiness and energy: Highly profitable solos are often people who have cultivated a magnetism - people want to talk with them, open up to them and be around them. If you’ve never elicited the help of an objective third party to candidly pinpoint your areas of improvement, you should. We’re not the best judge of our own likability, trustworthiness and energy (everyone thinks they’re already doing great). Find someone who will be brutally honest with you. Ask them to consider things like: your tone of voice, your speed of speaking, whether you have a warm or cool demeanor, how much you talk about yourself, how much you complain, whether you’re funny, whether you have bad breath, whether you make too much or too little eye contact, whether you talk too close, whether you remember to ask about the other person’s life, whether you remember the personal details that are shared with you, and honestly just your all-around vibes.

4. Detail-orientation and proactivity: Highly profitable solos remember the little things (often because they’re carefully tracking them in a project management tool). They show up prepared to calls and meetings. They are highly organized and constantly seeking to make life easier for their prospects and clients. They present updates before being asked. They’re often viewed as “always on the ball” or “always two steps ahead.”

5. Perseverance and emotional resilience: Highly profitable solos are willing to wait out their results without letting their emotions overtake their focus. They’ll keep at it until they succeed. Ask yourself - how long can you continue to reach out to new people and not receive responses before you allow yourself to feel utterly defeated? How long can you continue to follow up with a warm lead until you notice yourself becoming jaded and resentful? How long before you take the “no’s” personally and develop a chip on your shoulder? Can you stomach being ghosted or rejected 99 times so that you can get one big amazing yes?

6. Resourcefulness and willingness to pivot: Highly profitable solos quickly and ingeniously pivot when they notice missteps or missed results. They’re resourceful shapeshifters, always cognizant of the conditions on the playing field. If a specific pitch isn’t working, what other kinds of pitches might click? If your content isn’t gaining readership, how are you going to mold it so that it might? Will you experiment with new approaches again and again until you find one that clicks? Are you willing to change up your package and pricing so that you can make it work? Or are you rigidly tied to your plans and the way you do things?

7. Tenacity and the ability to sense the “right” moment to close: Highly profitable solos have a knack for feeling out the opportune moment to make the offer, suggest the solution or propose a partnership. They can listen to a prospective client and suss out the chance to close the deal. When that moment arises, they’re fearless and decisive about going for it. No hesitancy, no second guessing, no hemming and hawing. They make the ask. They’ve been inoculated against the word “no” and they know it won’t hurt them.

8. Competitive spirit: Highly profitable solos don’t just trudge through the daily machinations of running a business (reaching out to new people, networking, suggesting solutions, pursuing new business) - they’ve actually found a way to get a thrill out of it. Often this is rooted in their competitive nature. They know what’s possible and they pursue it. They know what it feels like when a big “win” comes and they chase that feeling.

9. Self-directed: Highly profitable solos make their own goals, set up their own incentives, and steer their own daily actions to achieve what they want. They’ve transitioned away from needing a manager to stay on the ball. They are their own managers and they consistently keep themselves on-track and accountable. They show up to their (solo) workplace on time. They have a plan for their week. They meet with themselves regularly to check in on progress toward goals. Instead of waiting for someone else to take the lead, they’re able to do that for themselves.

I bring this up because I want to talk about asking the people in your network for the things you want.

You’ve already heard me talk a lot about the power of generosity in growing your own business. I believe that giving your ideas away for free, and finding ways to support others in every way you can, are some of the best strategies you can use to build your pipeline.

But you also need to know how to make the ask (when the moment is right).

I’ve noticed that most people are pretty terrible at this. Either they completely avoid asking for the things they want (for fear of being labeled pushy, selfish or demanding), or their asks are overwhelmingly vague.

Here are examples of the broad and nebulous asks I regularly hear:

“Hey, could you keep me in mind for any opportunities that may be a fit for me?”

“If you hear of anything in your network, will you let me know?”

“I’m always looking for new clients and appreciate intros when you can.”

Compounding the problem, these asks almost always follow a long rundown of the person’s achievements, strengths and offerings. So in the end, the whole thing sounds kind of like this:

“I am a very accomplished person who is capable of doing many valuable and important things. Let me tell you all about them in great detail. Now that you know my life story and everything I have to offer, please go try to figure out how to help me. It’s your job to distill all this and pinpoint a door you could open for me. Keep a watchful eye for anything and everything that may be useful and then come back to me.”

I’m kidding. But only a little bit.

This is how many of y’all are coming across.

Too often, you don’t have a well-packaged elevator speech, and you definitely don’t have a clear and definite ask for what you need. You’re also doing the thing that my mom warned me over and over not to do:

Don’t put the monkey on the other person’s back.

She gave me this valuable tip specifically about approaching my bosses, but it works here too. When you put the monkey on someone’s back, you create a problem for them. A challenge to be solved. An issue they now have to carry around and address.

Don’t do that. Instead, always aim to make life as simple as possible for those around you. Especially those you think may be able to help your career.

It’s more than okay to ask for things. We should all do that regularly. People want to help us, and per the psychological research I mentioned earlier, it actually makes people like us more, not less.

But the ask has to be simple, clear and definite.

“Keep me in mind if you hear of anyone who might like to meet me” is not a crystallized ask. It’s a heavy, stinky, wiggling monkey that you want the person to carry around. It’s you asking them to do the work for you.

And they won’t. No matter how much they like you and genuinely want to help you.

So what’s the better approach?

First, get your elevator speech down. It all starts there. Before you can make any kind of ask, you need to be able to clearly and succinctly describe who you are, how you’re different, and what you offer to those you serve. I always recommend having three versions of this speech - a full length one that takes you no more than a minute to say, a short-and-sweet version that takes 20-30 seconds, and a quippy little one liner. You should have all of these memorized and you should practice them until you can recite them with full confidence in any setting.

Once you’ve checked that box, think about crystallizing your ask in one of two ways:

1 / Ask them for a small, specific task they could do for you that wouldn’t take them more than two minutes to complete. Something they could easily get done today (preferable) or within the next week. Example: “Could you send a quick email intro to Bill Smith? I saw that you recently commented on one of his posts on LinkedIn and he’s exactly the kind of person I’m hoping to meet. Happy to send over a blurb you can make your own!”

2 / Ask them to keep an eye out for a specific type of lead or opportunity that may fit you - and make sure it’s clear and memorable. Example: “If your Boston contacts mention any healthcare PR roles in the next few months, will you forward them my way?” If you go with a long-term ask, make a plan to remind them about it 2-3 times in the coming months, always coupled with a valuable offering of some kind - send an interesting resource they’ll love, and then gently remind them of your specific ask.

Do you see the specificity? There’s no ambiguity in what you’re asking for here. You’re crystal clear. This makes it incredibly easy for your contact to jot down your ask on a post-it note or set themselves a quick calendar reminder to do the thing.

I’ll leave you with one final thought.

One of the many benefits of being a solopreneur with a narrow niche is that all this happens naturally. If you’re specifically niched, you often don’t even have to make a direct ask because they’re already thinking about you when they meet anyone or hear of anything related to that very specific thing you do.

I know a consultant who does social media videos for food startups and that’s literally all she does. So if I happen to talk to a food startup and anything related to digital strategy comes up, I always and only think about her. She’s the gal for them. Similarly, I know a guy who only does trade shows for manufacturing companies. I know a guy who specializes in messaging for law enforcement agencies. When you’re “the guy” or “the gal” who does the thing, and everyone knows it, you don’t even have to make the overt ask. People just refer you out. They send you leads. They think of you. Because they know exactly what you do and who you do it for. It’s easy and automatic and organic for them to help you. They don’t even have to think about it.

People WANT to help you. They really, really do. But they need to understand how they can do that quickly and seamlessly while also managing their own priorities and sifting through their own chaos. It has to be right there. The easiest thing in the world to do.

“I hate doing business development.”

“Selling makes me uncomfortable.”

“I wouldn’t even know where to start with creating content.”

“I can’t pitch myself. It feels gross.”

“Business admin is the worst.”

“I couldn’t possibly reach out to people I don’t know.”

I hear this stuff a lot. And believe me, I get it. Running a solo business really sucks sometimes.

It’s perfectly normal to complain to friends over a cup of tea or a beer. But some of you are allowing these thoughts to turn into deeply-held beliefs. At times they’re affecting the actions you do or don’t take for your business. I fear you could be allowing your temporary discomfort to dictate your long-term potential.

Here’s the tough love part I promised:

You’re not always going to feel happy and comfortable.

Especially in the first year of building a solo practice.

You can’t build a sustainable business off of vibes.

I’m not saying you have to be miserable to be successful. Just that there’s a healthy balance to be struck between doing what feels good, pleasing and healthy for you - and pushing yourself out of your comfort zone to do the (extremely worthwhile) things that feel annoying, tiring or confusing.

Think of your first year out of college, or the first year you started working in your trade. Were you overwhelmed? Did you feel a little stupid, like you’d never figure it all out? Did you marvel at those around you who were doing it all so effortlessly? Did you make a lot of mistakes? Did you kind of hate it?

Imagine if you had just thrown your hands into the air and declared that you’d never be good at it. Where would you be now? Would you have earned the same level of acumen and success?

I bet not.

Whether you’re learning a profession, getting in shape, practicing a musical instrument, absorbing a new language, or building a solo business - the early days are painful. Everything feels foreign. Everything takes 10X longer than it should.

People only get through the hard times by pushing through discomfort again and again and again. Persistence and dedication eventually gets us over the hump. And then, slowly but surely, it all gets a lot easier.

You have to challenge yourself regularly or you won’t grow.

If you only do what feels good in the moment, if you quit when it gets too hard, if you talk yourself out of the running without giving it a good solid chance… you’ll severely limit your potential. And you might find yourself looking back years from now, full of regret.

So if you’re working to build your business and you’re struggling, first I just want to validate you. I know it’s hard. Positioning and marketing a business is no joke. Reaching out to new people is scary. Selling services feels super uncomfy. And revenue can take a long time to start flowing in.

It’s normal to feel like a failure. It’s normal to second guess yourself a hundred times and wonder about going back to a full-time job.

(Until you remember that having a full-time job kinda sucks, too).

Again, it’s very human to complain here and there. We all do it.

Just please don’t let it derail your strategy. You’ve made a plan for yourself and you’re determined to see it through. You’re not going to let some small frustrations stop you from taking the actions you know you need to take. Are you?

The next time you feel that inner resistance to taking (worthwhile) action, I want you to practice saying to yourself: “It sucks, but I’m going to do it anyway.”

Then get up and start.

Repeat this to yourself many times each day, if needed. Eventually your emotions and nervous system will catch up to your brain. You’ll start to see yourself pushing through those crappy moments and doing the damn thing regardless. You’ll see that you can tolerate discomfort. And the more you do it, the more natural it will feel.

Yes, it sucks. But you’re going to do it anyway.

Because maybe it won’t suck forever.

Maybe you’ll feel very differently after a year of practice.

You might even surprise yourself by realizing you’re good at it. Maybe you’ll - gasp - even find a way to enjoy it. Someday you might find yourself teaching it to others and sharing your story about how it all started and how hard it was.

That’s how it happened for me.

🤖 AI is cool for some things but I don’t use it to produce any part of my content. I love to write, and these words are my own.

~~~~~~~~~

Last week a member of my consulting community shared a Substack piece with a strong point of view on pricing. The gist of the piece was that many consultants aren’t charging enough, and that we should all be formulating our rates by starting with our target annual income and working backward from there.

I won’t put the author on blast, but I do have some thoughts about this.

Too often, “consultant” is a catch-all term.

Many thought pieces start with an unwritten assertion that all consultants fall (roughly) into the same category, and thus all consultants can be given similar counsel on things like pricing, business development, time management, etc.

I’m guilty of this myself. In fact, I run a business called “CommsConsultants.com.” Yet it doesn’t just include consultants. It includes independently employed professionals across a wide spectrum.

Many of us use this shorthand because it’s easier to group independents into one bucket - “consultants” - instead of distinguishing the many different types of independent professional careers that one may pursue.

If we’re talking about all business professionals who are not full-time, salaried employees and who may be paid hourly - that group includes:

• W-2 contractors working full-time, long-term contracts for an hourly rate. These folks, unlike 1099 independent contractors, see taxes withheld from their paychecks, and often benefit from company matching on social security and medicare investments. Sometimes they get other benefits, too (such as 401K matching). For all intents and purposes, these contractors - though independent and paid hourly - are treated like employees.

• Independent contractors, freelancers, solopreneurs and consultants who own and operate LLCs

• Independent contractors, freelancers, solopreneurs and consultants who own and operate S Corporations

• Boutique agency owners (who frequently bring in sub-contractors to build out teams, but do not carry full-time employees) who own and operate LLCs or S Corporations

• Non-specialized independent professionals who offer a broad range of generalized services

• Highly specialized and niched independent professionals who offer an extremely narrow set of services

• Independent professionals who only work with large enterprise companies

• Independent professionals who only work with small to midsize businesses

• Independent professionals who only work with solopreneurs

• Independent professionals who only work in specific industries (i.e. nonprofit, government, healthcare)

• Independent professionals across a wide range of specialties and levels (from change management consulting to SEO consulting, from five years of experience to 30+)

You get the picture.

To start a conversation around pricing strategy for independent consultants without recognizing this hugely diverse landscape of independent professionals (and their corresponding client types) is to alarmingly oversimplify the conversation from the get-go.

We are not a monolith. We are thousands of individual types, all operating in very different circumstances, all trying to pull from the same resources and knowledge base.

That’s important to understand before we start looking at what’s normal and strategic when it comes to pricing.

Target income helps us identify target pricing, but market dynamics dictate reality.

I’m no economist, but I know enough to understand that the rates we command are ultimately dictated by market forces well beyond our control. Things like:

• How buyers perceive the rarity, specialization and value of our individual services

• How many other people can provide a similar service (and how easily buyers can find them)

• How urgently the buyer needs the problem solved

• How costly it is for the buyer if the problem remains unsolved

• How much budget the buyer has available for the problem in the first place

• How many potential buyers exist for the service we offer

• How much trust and confidence we have earned in the marketplace

• How clearly we can communicate the value of what we do

• How easy it is for a buyer to compare us with other providers

• Whether the work is perceived as a commodity or as a specialized solution

• The broader economic environment and the budgets available to our potential clients

• The supply and demand for our particular skills at a particular moment in time

That’s not to say we shouldn’t be cognizant of the amount of income we need to survive and thrive. We should. But just because you’ve decided you need a minimum of $200,000 per year does not mean you’ll be able to go out there and get it.

If you’ve determined that you’re “worth” $250 an hour, that’s great. That’s good information to have. But that doesn’t mean the market will pay it. Based on the factors I’ve listed above (and many others), in the eyes of the market you may only be “worth” $75 an hour. The good news is that you have the ability to change that and increase your perceived value (and your rate), but it’s up to you to figure out how to do that and test methods to get there.

Your desired rate is not the same as your market value. I know that’s a tough pill to swallow for some. But I think it’s hugely helpful to be pragmatic about the realities.

Many solos are charging less than $150 per hour, and for good reason.

In the original thought piece, the author stated “nobody at the top of their field is charging less than $150/hour.”

I’ve heard this type of sentiment before. As if there’s a lower threshold that simply cannot be crossed.

It just isn’t true.

I am personally acquainted with dozens of consultants who bring decades of top-tier professional experience - yet they are actively accepting significantly lower rates. And it’s not because they’re too stupid to know their own worth. These decisions are rooted in three realities - 1 / they understand current market dynamics, 2 / they’re marketing a generalized service offering (vs a hyper-specialization), and 3 / they have personal financial obligations that require funds now.

The $75-$100 range is extremely common right now in the U.S., even amongst senior-level and highly qualified professionals. I recently met a communications pro with 20+ years of experience who was contracting for a large healthcare corporation. She was making $47 an hour for a full-time, long-term contract.

I’m not saying this is right. I’m not saying this is what an experienced professional deserves.

But it’s the current reality for many.

Lower rates are more common in volatile economic conditions, and even more common when contracts are full-time and longer-term. Especially when the person is operating as a W-2 contractor on a full-time basis - with taxes withheld, and sometimes other benefits paid - such as social security contributions and even 401K matching.

How I think about pricing.

I’ve written extensively on pricing averages I’ve witnessed in recent years, as well as the long-term benefits of choosing and committing to a specialized niche. If you haven’t yet reviewed that content, you might want to take a look.

I recommend taking a fluid and flexible approach to your pricing. Be open and adaptable to shifting your rate (and your opinion) dependent on your personal financial circumstances - as well as the current market conditions.

And when I say “market” I’m talking about multiple distinct markets:

The market you want to serve

What kind of clients, projects and fees you aspire to.

The market you currently have access to

The clients who already know you, trust you and can currently find you.

The market that actually exists

The broader universe of potential buyers and competitors.

The market you can create

Through positioning, specialization, reputation, content, relationships and education.

I enjoy reading others’ thoughts on solopreneurship, and I’m always open to new ideas. But I felt this topic of “charging what you’re worth” required a deep dive. It’s not as simple as putting a stake in the ground and deciding what you want to make.

Pricing strategy requires continuous consideration and appreciation of nuance (frustrating though it may be). What works for one consultant will most certainly not work for the 1,000 independent professionals standing beside her.

🎉🎉🎉 It’s our one-year anniversary at Solopreneur 101! If you’ve enjoyed my content, will you consider sharing this piece (or one of your favorites) with a friend today? I sincerely appreciate your support!

~~~~~~~~~

I also have a visceral aversion to sharing anything that could be construed as an income claim or promise.

Too many coaches and advisors make lofty guarantees about the kind of profits you’re going to earn if you just follow XYZ system or buy ABC course. I hate that kind of stuff. And no one can assure you financial success, no matter what they say.

But for today, I want to paint a picture for you. Something you can refer back to when the going gets tough.

One “yes” can make your quarter, or even your entire year.

You don’t need everyone to respond to you, accept calls with you or agree to work with you. It’s perfectly okay and expected if the vast majority of folks never even reply to your emails. That’s normal, and everyone goes through it. You’re not doing it wrong. You’re not failing. All you need is ONE yes from the right person.

It’s your job to go out there and find them.

That’s your daily mission.

I know it feels like a slog to constantly network and introduce yourself to new people, but there’s no other way. You’re going to have to meet a lot of the wrong people in order to find the right one.

The right client can offer you a significant project fee or a long-term contract that provides tens of thousands or even hundreds of thousands of dollars of revenue. I myself have had this kind of win, and many of you have, too. It’s intoxicating. It only takes one win like this to get you hooked on the process. When you’ve seen it happen and you know it’s possible, you’ll be approaching your business development with a new spring in your step.

The right client can also turn into a repeat client year-over-year, as well as a valuable referral source to open new doors for you in the future.

And it all starts with that one introduction, to the right person, in the right moment, about the right thing.

Whether it comes your way organically through your network, or they see your content on LinkedIn or elsewhere and decide to reach out, or you meet at an industry event or within a niche community, or you reach out cold to say hello.

However it begins, a single “yes” can lead to monumental revenue and opportunity for your business.

And then, as you continue to make introductions and put yourself out there (in search of the right client, or more of the right clients), you’ll see that all your hard work compounds beautifully.

The first 1-2 years solo are going to feel like a lot of effort with very little reward - but years 3-5 tend to get a lot easier.

By then, you’ll have a pipeline of revolving-door clients and referral sources… numerous people who already know you, trust you and like working with you.

You’ll find your hours get lighter, your paychecks get bigger, and you have more choice over your projects. You’ll have the opportunity to hand more opportunities to other solopreneurs in your network (rather than accepting everything that comes your way out of necessity), which means you’ll enjoy your work more and you’ll also be able to help others.

Over the years you’ll settle into your success, and you’ll become known more and more for the specialized services you provide. Your administration and upkeep will get streamlined as you figure out how it all works. Your marketing channels will be solidified and proven. Clients will come back time and again. You may even have the revenue to outsource some of your daily necessities to a VA, a sub-contractor or an admin.

Trust me when I say that - with time - your solo work (and your life) starts to get really, really good. You’ll wonder why you didn’t do this sooner. You’ll realize you probably won’t go back to working for someone else.

This is how it happened for me. It’s been true for many others, as well.

I actually enjoyed building my business from day one, because to me it felt like taking my power back. After being laid off twice and fighting to be noticed in a tough job market… going after my own clients felt like a breath of fresh air. Yes, it came with a lot of frustration - but it was all for good purpose. I was doing something for myself. I knew my payoff was coming. And I was right.

On your solopreneur path, you’ll face so much uncertainty, rejection and disappointment. You’ll reconsider this choice again and again. You’ll find yourself applying for full-time roles and wondering if you took the wrong road. When you need to feel re-invigorated about your independent business and what’s possible for you, I hope you’ll re-read this post. I hope it nudges you to keep going.

• Redoing his website

• Tinkering with his LinkedIn bio

• Making a new one pager in Canva

• Rewriting offer language

• Evaluating new admin tools

• Maintaining inbox zero

• Optimizing his systems

• Extensive background research

• Fine-tuning his metrics dashboard

• Perfecting his social visuals

• Clearing out files and folders

• Rewriting his business strategy

• Etc, etc, etc.

He realized that these activities filled his days - and provided a convenient excuse to avoid doing the thing he knew would be most impactful for his revenue.

Namely, outreach.

If you’re in a service based business, the only work that will EVER come your way will be the result of a relationship of some kind. Could be a relationship you’ve had for years. Could be a relationship built over 10 days of casual LinkedIn interactions. Or anything in between.

A relationship is a prerequisite for a signed contract.

And relationships require outreach (i.e. direct one-to-one connection with others - either those you know or those you don’t).

This means that these are the tasks that should take up a significant chunk of your week…

• Sending nurture emails to old colleagues (as well as people you don’t know, if you’re brave)

• Phone and video calls with old and new contacts

• Virtual events within your industry (during which you’re actively networking)

• In-person meetings, lunches, coffee dates

• In-person events that may be attended by your ICP

• Commenting on content posted by your ideal clients and others in your field

• Direct messages, voice memos and video messages sent via LinkedIn and other social channels

There’s a lot of ways to reach out and interact with others.

You don’t have to do cold outreach at all. You don’t have to email people at all. You can figure out a system for outreach that works for you and feels as comfortable as possible.

(Though, if I’m being honest, it will never be 100% comfortable. Reaching out to people - especially to present and promote our services - is an intimidating thing. It means getting familiar with rejection.)

The fact of the matter is that you won’t build your revenue to the level you want if you’re occupying most of your hours with the less essential, “nice to do” tasks. You have to push yourself - multiple times per week - to do the thing that will truly move the needle.

Consistent outreach = consistent business.

If you’re avoiding it - my advice is to approach it as a personal and professional challenge. Look at this as something you’re actively learning and working on. No one became great at this overnight. Everyone was scared in the beginning. Overcome the initial hurdle. Be okay with being bad at it for a while. Try a bunch of different strategies. Figure out what works for you.

It might even be fun.

“Small businesses are too tight with their budgets.”

“You have to land corporate clients to make a good living.”

Wrong.

There are a lot of misconceptions out there when it comes to targeting small business clients.

And there are far too many consultants trying to go after the big-name, big-budget corporate clients.

Which is a shame, because small businesses dominate our global economy. In the U.S. alone, they represent 99.9% of all registered businesses (approximately 36.2 million).

If you’re providing B2B professional services (i.e. marketing, communications, finance, HR consulting, website design, AI coaching, social media strategy, etc), allow me to show you how you can make $120,000 (or more) annually while:

• Working exclusively with small businesses and solopreneurs

• Spending only half your work week on client activities

• Taking off three months a year

For the sake of this example, let’s pretend you have one signature offering for small business clients:

• A 60-minute pre-paid block of time for $150 ~ Can be used as a live “coach and counsel” session to meet together and dig into business challenges, or it can be used as active execution time to support the client on a specific goal or task. In a given week or a given month, they get to string together as many as they like. It’s flexible, adaptable and low-risk (incredibly appealing for small businesses).

Let’s assume you do about 20 of these time blocks per week, working across 15 small business clients (some of them do two or three sessions a week, some skip weeks).

To build in a buffer, let’s say you want to keep a steady stable of 20 small businesses in rotation at any given time.

Don’t worry, we’re going to talk in a second about HOW you get 20 different small businesses to contract with you in the first place.

Let’s also assume that no small business will ever book more than six sessions a month with you (because they’re all on tight budgets, after all). That means all clients pay less than $1,000 a month for your services.

{ Bonus - this also means that your income is diversified across many different sources. When you lose a client, it’s not a big problem. You’ll never encounter the same fear you’ve felt when losing a big enterprise client because no individual client dominates your paycheck. }

Ok, it’s time to check my math (never my strong suit):

• 20 sessions a week @ $150 = $3,000

• 40 weeks a year (12 off) X $3,000 = $120,000 gross

If you decide to work more hours per week, or more weeks per year, you’ll make more. If you’re able to upsell any of your 15 small business clients to additional services or products, you’ll make more. If you’re able to experiment with increased pricing and get your hourly rate up to $175, you’ll make more.

It’s possible to bring in a solid income while exclusively supporting small businesses.

“But how do I find 15-20 small business clients?”

Build relationships with approximately 200 small businesses.

• Produce content for small businesses. Have a clickable lead magnet that makes life easier for them. If you can consistently reach 2,000 business owners with your overarching messaging, you’re highly likely to meet 10% of them over time.

• Introduce your services 1:1. Create a human connection.

• Nurture them over time. Provide value here and there. Show them you’re in their corner.

• Build trust with them. Encourage them to try you out. It’s only $150, after all.

• Once they’re testing the waters with you, wow them with your execution and follow-through.

• As you grow together, ask them for referrals and testimonials so you can (gradually) grow your list of small business relationships to 250 or 300.

• When you’ve reached 15-20 paying clients (and you will), start playing around with a higher price point or a more sophisticated offering. Once your existing clients love you, they’ll be primed and ready for more.

Statistically, with active relationship-building and some patience, at least 10% of your 200 relationships will convert to paying clients.

“Okay, but how do I find the time to nurture 200 people?”

Remember that we only allocated 50% of your work week to client service. If you’re working a full work week (and why wouldn’t you be - especially if you’re trying to build a real business), you have 20 hours every week (for at least 40 weeks a year) to spend on networking, nurturing, relationship-building, content, and business admin.

The numbers don’t lie.

You can build a profitable and sustainable small business ONLY working with fellow small businesses. You never have to interact with a corporate team again (unless you really want to).

• Get more subscribers to your newsletter

• Get more followers on LinkedIn

• Get more listeners on your podcast

• Get more connections on social

• Get more readers on your blog

• Get more prospects contacting you

• Get more buyers on your services

I have a little thought experiment that could help you.

First, think about your own relationship to newsletters. Ask yourself these questions (I highly recommend giving this some real time and thought, and writing down your answers):

• How often do you choose to subscribe to a newsletter? What it that makes you subscribe?

• If you’re subscribed to something, how often do you actually read it? Do you read all of the editions or just some of them? Which ones do you choose to read and why?

• Which newsletters are unmissable for you? Why? Are there any you actually pay for? Why?

Do this same exercise for other content you consume:

• Blogs

• LinkedIn content

• Instagram content

• X content

• Podcasts

• Youtube channels

Go through each area and really push yourself to think about WHY you subscribed in the first place, why you stop to consume their content vs moving on to something else, why you look forward to certain content and keep coming back, and why you pay for it (if you do).

When you’re done with this content consumption exercise, pivot to purchasing.

Think about the last time you made a significant purchase. Maybe you purchased a new TV or a new car. Ask yourself these questions:

• Do you remember how you first heard about that specific product? Did you see it in an ad or promotion? Did you hear about it from someone you trust? Was it on sale?

• How long did you research before making the purchase? What signals were you looking for as you did your research? What put you over the edge and made you feel like this would be a good buy?

Finally, think specifically about B2B services you’ve purchased in the past. Ask yourself:

• When was the last time you made a significant purchase with a new B2B vendor (i.e. someone you had never worked with before)? How did you first hear about them? Why exactly did you choose them? What were you looking for as you evaluated them, and what convinced you to bet on them?

You may already see where I’m going with this.

We have all these ideas about what’s going to work when we want others to consume our content, learn about our services, book our consultation calls, and invest in our offerings.

But how often do we assess what makes US do these things - and flip it back to use the learnings to improve our own positioning?

Seems like many of us are expecting others to consume our content, follow us, engage with us, book calls with us, buy from us… without really thinking through the other person’s experience and what may truly entice them toward these actions.

The answers are often found within our own behaviors. Even when we’re pursuing clients at gargantuan enterprise companies. They’re still humans, and when it comes to content consumption and buying behavior - they think and act much like we do.

Here’s what I’m initially drawn to:

• Visually appealing and sophisticated brand presence (looks legit)

• Highly personalized pitches that show me they’ve actually learned about me

• People who make me laugh, shock me a little bit, or just catch my attention because they’re truly unique from what else is out there

• A compelling offer that takes the guesswork out of the equation and immediately illustrates how they could make my life better / easier

• Social proof readily accessible on their website / LinkedIn (i.e. glowing testimonials from named clients and buyers)

Here’s what makes me plunk down cash and try someone out for the first time:

• On our intro call, they seem like a genuinely kind and lovely person (someone I’d like to work with)

• They shared case studies that made me feel like they really knew how to create results for companies like mine

• They offered me a relatively low-cost and low-risk entry point (i.e. a few hours of initial work, a pilot project, an initial package)

Here’s what makes me keep investing long-term:

• They’re proactively sharing updates, metrics to showcase results, and ideas to troubleshoot any issues we’re having (without me having to ask)

• They’re slowly increasing price points / packages and giving me options to choose from (I don’t feel pressured to immediately upgrade to their most expensive offering)

• They’re highly responsive to my emails and inquiries

• We’re having fun on calls - laughing, enjoying each other’s conversation

What about you? What keeps you consuming, coming back for more, and taking chances on new services and products?

Can you use those learnings to rethink your own positioning?

In this post I’d like to share a little more of the backstory for how that client came my way, in hopes that it might inspire you in your outreach, networking and positioning.

Here’s the headline - there’s absolutely nothing I’m doing that you can’t replicate for your own business.

If you have a clear and compelling offering (that’s key), and you want to attract interest from a Fortune 50 brand - there’s a formula to make that happen.

It doesn’t require advertising spend, hiring employees, bringing in pricey agencies or other costly investment. But it does require patience, determination, consistency and grit.

Here’s exactly how this client came my way:

First, I made it my mission to meet as many new people in my industry as possible. I built up a strong network over the course of years, with a weekly dedication to booking virtual coffees and chit chats. Not just with people who could immediately and materially help me, but also with people who needed my help - and people I thought could potentially someday partner with me in a meaningful way.

I met with everyone, and I did it for free.

I kept call slots reserved every week for these chats (usually limited to three or four 20-30 minute calls so it didn’t eat away at my billable time).

As a result of this networking journey, I met a colleague who ran a successful newsletter for internal communicators. When we met, I was able to quickly and clearly articulate the differentiated value of our business and what we do. That’s important. I planted a seed in his mind (hopeful that one day that seed would grow into a sapling, and then a fruitful tree).

We became friendly over time, and I proactively sought out ways to help him (i.e. shouting out his newsletter on LinkedIn, commenting on his content, promoting him via word of mouth, referring folks his way, etc).

Because I was continually popping up in his feed and on his radar, he had a better chance to remember me and my business - should the right moment arise to help me.

That moment came last fall, when he sent me an email introduction to a connection in his network - a senior communications leader at a large technology company who needed help finding trusted consultants. I jumped at the opportunity to help his contact (we provided him with some tremendous options), and then I started lightly nurturing that contact as a new connection in my network. Nothing too time-intensive, just a light touch here and there.

At some point, that contact joined this iconic food and beverage brand. I didn’t even realize he changed roles. He remembered me from our previous collaboration - and it helped that I was top-of-mind thanks to my consistent and on-brand LinkedIn content.

When he needed consultants for a maternity leave cover, he came back to me. I delivered a list of top consultants for him this week, and he’s thrilled with what we sent over.

I now plan to leverage this contact for introductions across the expansive marketing and communications function at this global brand. I hope to turn this one contact into at least 10 others.

Each one a planted seed. Each one with the potential to bear fruit over time.

Behind every massive brand is a person. A person who may or may not know you exist. A person who may or may not understand what you do. A person who may or may not trust that you do that thing exceptionally well.

If you can create awareness and trust with people, and you can do it consistently over time, you can pull in opportunities from the most iconic companies on Earth.

I’m proof of that.

I’m a one-woman business. I have no employees. I invest very little in advertising. I do have a part-time contractor for administrative work, but other than that - my expenses are very low.

I made this happen through the power of:

1. Consistently meeting new people

2. Seeking out ways to be of service to others

3. Running a strong and steady content game

4. Delivering my product with excellence

5. Patience (waiting for seeds to grow into trees)

That’s it.

No crazy spend. No superhuman talents. No special relationships with powerful people. No working 70 hours a week.

I hope this story inspires you. I hope this makes it all feel possible.

If I can bring in impressive big-name clients - you can do it, too.

As solopreneurs, we’re all facing a constant barrage of rejection (direct and indirect). Especially if we’re doing what we should be doing to put ourselves out there, pitch our services, and send in proposals.

One thing that’s really helped me in overcoming my fear and discomfort with rejection has been repetition of outreach… to the point of desensitization.

When I’m reaching out to many, many people every single week - I have very little time or attention to devote to any one opportunity or contact. I’m always looking forward. Always moving on to the possibility on my radar.

I’ve reset my expectations so that I now understand only 1 out of 100 possibilities will turn into a real paycheck.

Meaning if I reach out to 100 new people (either to casually introduce myself, actively pitch my offerings or submit for a project), I may hear back favorably from 10 of them - but odds are most of those will sort of drift away, and in the end only 1 out of 100 will come through with paying work.

That may be discouraging to contemplate. It may sound like a tiny probability, but think of it like this:

If 1 out of 100 turns into a $10,000 project - and possibly $100,000 of long-term business over the next few years - suddenly all those rejections feel pretty darn worthwhile, don’t they?

During the session earlier this week, I shared a printed exercise intended to help each CC member build up their resilience. I’d like to share that exercise with all of you Substack readers as well, in hopes that it helps you to separate your self-worth from how people do or do not engage with your professional offer.

It’s a very simple exercise - you’ll find instructions in the document.

Doing the outreach again and again and again (with or without “success”) deserves to be celebrated. This challenge is about focusing on what you can control (your actions) - not focusing on what you can’t control (other people’s responses).

Print out the exercise below, and if you do it - report back to me! I want to celebrate with you.

I Am Resilient

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Most solopreneurs and consultants have that kind of thinking in their blood. It’s just how they operate.

You were probably known for speaking up in meetings, putting together inventive strategies and tactics, and trying to break the mold.

But today, as you run your own business - you may struggle with selling your services and offerings.

So many solos view selling as pushy, aggressive, uncomfortable. All-around icky.

I want to help you reframe that thinking.

What if you thought about it as suggesting instead of selling.

The same way you suggested new ideas and solutions in meetings with your previous employers, you now suggest ideas and solutions with your current clients and prospects. In conversations with them, you’re a fount of ideas. It’s just how you operate.

And your prospects and clients love that about you.

They know that every suggestion is exactly that - a suggestion. Something they can consider briefly or extensively. Something they can take or leave. Something they can implement when the timing is right - whether that’s right now or two years from now.

The client / prospect is in the power position. Always. And you fully recognize and respect that.

But it’s your job, as a provider of expert services, to identify opportunities, spot roadblocks, and propose potential solutions. It’s part of the value you provide.

And when you make your suggestions, there’s no pressure in it.

It’s not a hard sell. It’s a quick idea to make the person’s business and work life meaningfully better.

If you sense there’s some interest in the idea, you then suggest that you’ll send over a one-pager of what it could look like. (If you get to this point, 95% will say yes to having you put together the document. Because why the hell not? Doesn’t hurt to take a look.)

And then you’re putting together a simple one-page proposal for how that suggestion could translate into scoped work. If you’re smart, you’re including 2-3 levels for scale and price (so it’s harder to say no). You might even include a signature line right on the document - so the next step is built in. That’s what I often did.

Now your off-the-cuff suggestion is a tangible initiative. It’s on paper. It’s official. And you’re just a signature away from executing the work (and getting the fees).

This is what consultative selling looks like. It isn’t pushy. It isn’t aggressive. It isn’t icky.

It’s just allowing yourself to show up as who you really are - the person with all the great ideas.

Instead, I’d like to dig into a persistent problem in my business (and my career as a whole). Maybe it will resonate with you. Maybe you’ve experienced it, too. And maybe you have some ideas and solutions I haven’t thought about.

After you read this, I’d be very grateful if you’d weigh in and share your perspective. The comments are open below this post, or you can just reply to this email. I’ll do a follow-up post at a later date to share the best insights I receive from all of you. Then we can all benefit.

My problem is going to sound mundane at first. But it’s connected to deeper emotions (as well as longtime beliefs about myself and my business).

I have an unhealthy relationship with my email.

I compulsively check my email throughout the day, every day. Too often on the weekends and in the evenings, too. I open and refresh the app many, many more times than necessary - as if I’m waiting for something unmissable to pop up.

And then when a message lands in my inbox, I respond almost embarrassingly quickly.

I’m ultra responsive. Even when there’s no earthly reason I should be.

While others are caught in an endless TikTok loop or doom scrolling Twitter, I’m held captive by my email. It feels like an unhealthy and unwelcome remnant of my years working in PR agencies.

This feeling began with my very first job at a midsize agency in NYC, where he pressure to be “always on” was intense. Especially for the lowest woman on the totem pole. There was real fear associated with failing to respond immediately to an email. And that feeling wasn’t manufactured in my own brain - it was conditioned into me by the people in power (IYKYK).

This pressure continued into my other agency jobs, and cropped up in some in-house roles too (one team required me to sleep with my phone on my pillow, switched to full volume, while on-call for a crisis response rotation every 6-8 weeks).

I brought this problem with me into my consulting practice 10+ years ago, and now it lives with me every day as I run my current business.

The urge to be constantly responsive.

It’s always there. Like a bad roommate who simply won’t move out.

Sometimes I ask myself: What am I imagining is going to appear in my inbox that’s so critical it cannot wait a few hours?

I know for a fact I am not that important.

At this stage in my career, there’s no rational reason to check my email more than twice a day. Even my high-priority clients can wait a few hours for a response.

And actually… there’s psychology behind making clients wait a little bit for responses. When we train our clients to view us as instantly responsive and always-on, we obliterate our own boundaries. We pave the way for many more months (or years) of stress and anxiety, and we make it easy for clients to take advantage.

I know all this to be true, and I preach this wisdom to other solos. Yet I cannot seem to stop myself from constantly watching my inbox - and jumping to respond.

Earlier today I hosted a consulting chat with my community. We do this every month (it’s one of my favorite recurring events on the calendar). It’s our chance to describe our challenges to fellow solos who truly “get it” - and tap into their collective mindshare. When I brought up this specific problem today, I received some great suggestions:

• Time block email periods during the day, and be disciplined about sticking to them

• Delete or hide the email app on your phone; resolve to check email only from your computer

• Use screen time limits, site blocking apps or a Brick to create more friction

• Keep your phone in a different room of your house so it’s harder to reach

• Schedule your responses to send after a few hours so that no one is receiving responses instantaneously - that way at least you’re not training clients to expect that kind of responsiveness

These are all extremely helpful ideas, and I have attempted to implement some of them over the years.

But candidly, I struggle with holding myself to it. I still feel pulled to reach for my phone or computer. I feel urged to refresh, refresh, refresh.

For me, something deeper is going on.

One of my community members insightfully pointed out that there may be a reason - psychologically speaking - that I reach for my email over and over.

And yep, that makes a lot of sense. As human beings, I know for certain that we don’t do anything repeatedly without a reward.

I can think of two ways in which checking email and hyper-responsiveness has “paid off” for me over the years:

1. I’ve been praised by countless clients, prospects and supervisors on my responsiveness. While it may be unhealthy for me, it’s extremely convenient and comforting for them. I know it’s opened new doors in my career, and made it easier to win / keep more clients. These rewards undeniably reinforce my behavior.

2. I’ve received countless exciting updates in my email over the years. It’s not all doom and gloom in there. Email is where I first get notified of new prospects, client wins, successful client-consultant matches, and happy announcements from beloved colleagues. Part of me knows I’m hitting the “open email” button like a rat in a lab, enthusiastically tapping the lever to get another dose of sugar.

This is the part of the post where I’d usually transition to sharing solutions. Maybe some actionable strategies for your own business, or a few well-packaged takeaways.

But not this time.

I don’t have the answers to this problem. I wish I did.

It’s tough to unlearn 20 years of habit.

I’d like to evolve into the kind of woman who can keep her email in its proper place - opening it a few times a day, and not feeling extreme anxiety during the periods in between. I want to be a solopreneur who is comfortable making my clients and prospects wait a reasonable period of time for a response (thus protecting my peace for the future). I want to be the type of business owner who devotes most of her time to the big, strategic, proactive stuff that will move the needle for my business (vs focusing so much on responding to messages from others).

But I’m just not there yet.

Are you? How are you maintaining a healthy balance when it comes to email and client service?

Ask most solopreneurs and consultants where their last client came from and 9 times out of 10 they’ll say “they came through my network.”

The people around you are EVERYTHING.

But it can be super overwhelming to think about maintaining an ever-expanding rolodex (do people still say rolodex?)

Sometimes you’ll look at your CRM, or your spreadsheet, or your LinkedIn connections, and you’ll feel immediate exhaustion at the thought of having to keep up with all these people. Especially because so few of them seem to reliably and consistently present opportunities.

So, what to do?

I think it’s a good idea to keep a Top 20 list at all times.

A separate, extra special list of 20 high-quality and high-potential people that you want to stay top of mind with.

Once you have your list, keep reading and I’ll explain (in detail) how to leverage it.

And pssst… I’m not just talking about potential clients. In fact, I’d recommend using only half your slots for potential clients (perhaps 5 hot prospects, and 5 “dream clients” you’d kill to work with). The rest should be a mix pulled from these categories:

• People who previously hired you for direct services or sub-contracting (they’re more likely to bring you in again, especially if you’re top of mind)

• People who are doing the same work you do for clients, but at an even more senior, prominent and established level (i.e. rainmakers who are likely to have overflow)

• Super-connectors who have expansive networks in your field and seem to know everyone

• Solos and boutique firms you have formal or informal referral arrangements with (especially those who work in complementary fields - for example, if you’re an internal communications consultant, you should have at least one external communications consultant on this list so you can share opps from the other side of the fence)

• Influential top voices in your industry (i.e. industry reporters, thought leaders, high-visibility folks who are trusted by all the key decision makers)

• Well-placed people you just feel a special affinity for or a natural connection with (i.e. humans you really, really like)

As you’re making this list, try to prioritize people who fall into two categories (and even better, both):

• People who show up regularly on LinkedIn (or other public social media) with content of their own. This will make the next step so much easier.

• People who live within an hour of where you live

Once you have your list, you’re going to make a weekly effort over the next three months to “touch” all 20 people in a meaningful way, with some form of high-quality engagement every week.

What do I mean by high-quality engagement?

• Bookmark their LinkedIn content feed and any other publicly-visible social media, and start regularly commenting when they post so they see your name consistently showing up in their notifications. But don’t just comment to comment - try to show up with real value and substance. To do this, you actually have to read their stuff (no skimming). Then, go the extra mile and comment thoughtfully, adding your best ideas to the conversation and asking follow-up questions.
  

• Occasionally DM the person on LinkedIn or other social media specifically about the content they post, providing a link to an industry article, a blog, a newsletter, or a podcast, noting that their ideas made you think about XYZ and you thought you’d share. Compliment them on what they’re putting out there in the world. Don’t pitch. Just engage them in human conversation.
  

• Consider “shouting out” the person on LinkedIn or in your other content in some way. This may just be a casual mention in a comment on one of your posts - like “Hey @Ashley I think you’re going to have some really good insights on this topic” - or it could be something more significant, like reaching out to the person to ask if you can interview them for your newsletter or podcast, or partner with them to host a virtual event to help others grow in their expertise. These callouts and invitations never fail to make people feel special. They also ensure you’re remembered.
  

• As you go along, do some deeper research on each person on your list. See what more you can learn about them professionally and personally by reviewing their public profiles and their activity on LinkedIn, social media, and anything else available in the public domain. Note any common ground you share - do you both follow the same niche blog or podcast? Do you both have young children? Did you go to colleges in the same part of the country? All fodder for initiating authentic conversation and connection.
  

• Look for opportunities to make their life easier in some way. If you see them post an open role on their team, send the link out to your network or repost - and message the person to tell them that you’re actively scouting in your network to help them find some great candidates. If you both live in Colorado and you see from their content that they have a young family, go find a couple of kid-friendly events happening around Denver and send the links their way via a DM. You can introduce it casually, saying you hear about neat things happening all the time locally and thought you’d share.
  

• If you have the opportunity to move the conversation from DMs over to email, that’s great. Continue to nurture and engage that way every 2-3 weeks - sharing resources and articles and ideas, checking in to see how their week is going, asking them for two minutes of their expert insight on a topic you’re curious about. Use your best judgment and don’t overdo it, but the goal of this three month nurture campaign is to deepen your relationship with this person more and more. Of course, if you can manage to schedule calls with them (or even in-person meetings), that will take you even farther.

• Oh, and don’t forget to keep notes in your list as you learn more about each person. You may be able to leverage the intel later.

These are just some initial ideas - there may be more possibilities that strike you as you go. Every relationship is different, and you need to feel things out in the moment. But by now you understand the point of all this. It’s all about quality, not quantity.

Far better to deeply and meaningfully bond with 20 high-potential contacts than to “spray and pray” messaging to 2000 people.

One final tip:

Don’t forget to re-evaluate your list in three months’ time. See if you want to swap out any new people based on the results and impact you’ve seen so far. Or maybe you’ll get to a point where you feel comfortable adding to the list. This could eventually expand to a Top 30 or a Top 50 list, once you have the routines and systems in place to maintain quality engagement with all of them.

Hope you’ll try this out and report back!

I chose a profession that allowed me to work behind the scenes to make others look really, really good.

I know how to select the best visibility opportunities, and I know how to position and pitch an executive to win them. I can craft strategic talking points and sound bytes to ensure they’re perceived and remembered the right way. I know how to prep an executive on how to deliver those messages (including coaching on non-verbal cues, tone and body language), and I know how to follow-up after the fact to ensure that everyone involved got exactly what they needed.

All this so that a decidedly significant and impressive person will come off just right with key audiences.

And all the while, I got to stay behind the curtain, or behind the camera, or off in the wings - quietly watching the person at the podium.

It was a comfortable place for me to be.

You may be surprised to hear this, but I don’t particularly like attention. It actually makes me pretty anxious.

When I got engaged, the thought of having a big wedding (and by big, I mean 50 people) so overwhelmed me that I started having recurring stress dreams. The idea of being on display, the center of attention, with all eyes on me… and then on top of that, I knew I’d be consumed with worry over everyone else’s experience. Desperately wanting all 50 of them to have a great time.

I noped out of that plan.

We opted instead for an informal ceremony on one of our favorite hiking trails with 6 guests in attendance, followed by a nice dinner.

It was perfect.

As a writer, I’ve always loved sitting on the sidelines, watching people. In a nondescript sweatshirt, paper and pad in hand, observing humans doing all the fascinating things that humans do.

Insulated and separate from everything around me, and far too insignificant to be criticized.

That’s how I prefer to experience life. It really is.

But in recent years I’ve had to relinquish that part of me and retrain myself to operate in a new way. At least while I’m at work.

Because I’m a solopreneur who wants an abundant pipeline. I want a steady stream of high-quality clients (and plenty of revenue).

And that means I no longer have the luxury of living my life in the shadows.

I have to be visible. I have to face others’ perceptions and judgments. I have to put myself out there with the public so that I can discover my potential clients, potential partners and potential champions. Every single day.

David C. Baker recently wrote that only two things must be achieved to bring in many more client opportunities:

• Become known

• Become trusted

Most of us have the second part down.

You’re probably already trusted. You’re probably great at the “thing” you do, and I bet the people around you trust you to perform with excellence.

But how many of you are known?

I’m not talking about your former bosses and colleagues, or your close professional network. I’m not talking about your past and current clients, nor your longtime partners. I’m definitely not talking about your friends and family.

Of course those people know you.

Every professional on Earth has achieved that level of visibility.

Being known as a solopreneur is to be recognized far outside your circle for the specific thing you do.

If hundreds or thousands of people you’ve never met (and will likely never meet) know your name, the name of your business, and a couple of things about your services and value - you’re doing it exactly right.

To be known is to be perceived by the world.

To stand in the spotlight and declare your abilities. To invite others to not only see you, but also to assess you, pass their own judgments (whether good or bad) and allow the chips to fall where they may. Some will want to work with you and cheer for you and refer you out. Others will sneer at you, undercut you, or talk about you behind your back. You’ll have to learn to accept all of that as part of the process.

To be known is to learn to sit with discomfort.

To understand that it’s part of your job as a business owner to put yourself out there, and it’s not always going to be fun. Oftentimes, you’ll have to force yourself to do it (even when it’s the very last thing in the world you feel like doing). In time you’ll learn to toggle it on like a light switch. You’ll also learn how to wrap yourself in a protective blanket when you need to rest and repair.

To be known is to discover the immense power of choice.

You’ll broadcast yourself to your target audiences again and again and again - until you reach a point where so many people know about you and your work that YOU get the power to decide which clients you’ll take and which you won’t, as well as what you’ll charge. You’ll come to value that choice so deeply that you won’t be able to imagine life without it.

When you see me out there doing my thing on a webinar, or speaking at an event, or being interviewed on a podcast, or writing about my business on LinkedIn, please remember what I’m about to say.

I’m known to many because I chose to be, and because I understand that the payoff is much greater than the cost.

I don’t do all this because it’s part of my natural tendency or innate personality to do it. If it were just about personal preference - believe me - I’d still be invisible.

I do it because I know that I must be both known and trusted to have the prospects, pipeline and profits I really want.

I decided that I was going to create visibility and recognition for myself. I decided I’d do what I needed to do to make it happen, even if it meant facing discomfort.

You can decide that, too.

➡️ 15 Ideas For Your LinkedIn Content

Need LinkedIn content ideas?

I believe we should all be writing more about why, when and how to hire a consultant - as well as what consultants can achieve.

I’m talking about an education around what consultants can do, the value they bring, how it all works and where to find them. Our prospective clients need this education - they need to be led by the hand and shown what to do.

Here are some possible topics to get you thinking - feel free to steal any of them and make them your own…

(keep reading here)

➡️ Managing Uncertainty

“There is only one way to happiness and that is to cease worrying about things which are beyond the power of our will.” - Epictetus

As solopreneurs, we know the meaning of uncertainty. We face it on a daily basis.

• Will that contact ever reply to my emails?

• Will that prospect stop waffling and sign a contract?

• Will I be accepted or rejected for that opportunity?

• Will my client expand or reduce my scope?

• Will I be able to replace the clients I’ve lost?

• Will I hit my income targets? Will I exceed them?

• How much work will I have next month or next year?
  How much longer can I keep this business going?

These are just some of the questions percolating in our minds at any given time.

Overwhelming feelings related to uncertainty and volatility are the number one reason people leave independent work to return to full-time employment. A lot of people just can’t figure out how to live with the unknown…

(keep reading here)

➡️ 12 Ways That Real Solopreneurs Have Found New Clients

People who know me know I’m obsessed with business development.

I’ve been an independent consultant for 10 years and prior to that I led an agency team in Chicago. Finding, pitching and winning new clients comes easily to me, and I enjoy doing it.

But my biggest motivation for prospecting isn’t money.

It’s choice.

I want complete choice over when I work, who I work with, what I do for them, and what they’ll pay me. I want to be able to make those decisions - not be told what to do.

Consistent business development has kept my pipeline full enough that I not only have choice, I also get to regularly hand out referrals to trusted contacts…

(keep reading here)

➡️ 3 Quick Tips to Grow Your Reach (Without Revenue)

I’m a high-growth startup founder AND a communications consultant. Here are three tips for my fellow founders who want to grow their reach and revenue (without spending a lot of money or time)…

(keep reading here)

➡️ 5 Reasons Why People Fail

Using the word “fail” is a bit clickbaity, I admit.

But the reality is that most solopreneurs and consultants do not stick with it long term. The vast majority ultimately revert back to full-time roles.

Sometimes it’s simply not a fit and the person is truly happier as a full-time employee working alongside a team - with all the structure that comes with that. And figuring that out is a wonderful thing - not something to feel ashamed of.

But for this piece, I want to focus on solo pros who truly WANT to be solo, but just haven’t been successful with it long-term. Why do they crash out? Why can’t they achieve the results they really want? What causes them to leave independent work? And how can you avoid those same pitfalls?

(keep reading here)

➡️ 30 Questions to Understand Your Ideal Client

Use this handy cheat sheet to do a deep-dive into the mind of your ideal target client. Once you’re able to walk in their shoes:

• You’ll be able to present content + collateral that they want to see.

• You’ll be able to reach them with precise messaging

• You’ll be able to hook them more easily and effectively.

View, download + print the cheat sheet below ↓

(keep reading here)

➡️ How to Get More Leads From Your Network

“I found the opportunity through my network.”

This is - by far - the most common response I hear when I ask professional consultants and solopreneurs how they landed a new client, customer or project.

It’s been true for me, too. Thinking back over the last 10+ years as an independent, every single project has come to me through my network.

But let’s unpack that.

What exactly do we mean when we say, “through my network”?

And how can YOU start getting many, many more leads “through your network,” too?

(keep reading here)

➡️ 3 Ways to Use LinkedIn Strategically

LinkedIn gets a lot of hate, but it can be enormously helpful with visibility when you’re running a B2B business. Remember as you apply the tips below that your content and comments ARE noticed (even if they’re not getting engagement).

According to the Nielsen Norman Group:

🔸 90% of social / LinkedIn users are passive consumers - simply viewing content without liking or commenting. They’re lurkers.

🔸 1% of social / LinkedIn users are frequent contributors of content, likes, comments, shares and engagement. They’re super users.

🔸 9% of social / LinkedIn users are active here and there to comment, like, share or post. They’re the engagers.

Here are three key ways to use LinkedIn to benefit your business…

(keep reading here)

➡️ My LinkedIn Power Hour

I’m now over 20,000 followers on LinkedIn, and growing every day. But I didn’t amass that following overnight. And many of my posts still get minimal engagement.

Luckily I know the real power and potential of LinkedIn lies in converting the lurkers - not accumulating the likes…

(keep reading here)

➡️ If You Feel Like You’re Doing Too Many Calls For Free

The other day I had a coaching session with an independent consultant who feels like he’s giving away way too much of his time for free.

Like so many of us, he knows that getting on a steady stream of networking calls is absolutely critical for growing his pipeline - yet it’s easy to let that get out of hand.

At some point, you might feel like your whole schedule is filled with complimentary chit chats, “pick your brain” sessions and virtual coffees.

In the video below, I share a few strategies I like to use to put boundaries and parameters around my calls (so that my time is truly paying off for my business).

Watch for more ↓

(keep reading here)

➡️ 80+ Actions You Can Take Right Now

Action beats worry.
Action beats doubt.
Action beats fear.

If you don’t have a full roster of clients, there’s still plenty you can and should be doing to build your pipeline for the future.

You don’t need to get up every morning with a cold shower and “hustle” for 12 hours a day, but if you want a highly profitable, sustainable business you need to put in a solid 40-hour work week.

Give yourself the gift of structure and accountability…

(keep reading here)

➡️ My First 5 Steps As A Baby Consultant

While we have a number of long-time solopreneurs and consultants here (and I’m hoping they’ll chime in with their own winning practices in the comments below), I know that a lot of folks reading this are just starting out and need tips on how to get going.

Here are some tips for getting off the ground and finding initial clients, based on what worked for me to build a six figure consulting business within 12 months of getting started (10 years ago)…

(keep reading here)

I had to fly out of state unexpectedly to try to help my baby sister. Everything is (more or less) okay, but it’s still weighing on my mind. I had to take a few days for myself when I got back, just to try to recover and process a bit. Today I’m home - but I still feel far away.

Sometimes the realities of life smack you right in the face.

This experience made me think about something I’ve wanted to address for a long time. I haven’t been sure how exactly to express it. But I think it’s important to find a way.

I want to talk about mental health and well-being, and how it intersects with the professional world.

I’m generally an extremely honest person. Honest to a fault, really. I say what I see and think. I say what’s true, even when it’s tough. I tend to think others are the same way and I immediately believe what people tell me (which isn’t always a smart thing to do).

But back when I worked in full-time roles for traditional employers, I lied to them fairly frequently.

Specifically about two things:

• The reason I needed time off

• My actual mental + emotional state while at work

It’s getting a lot better today (at least in many workplaces), but 10 years ago - when I was last an employee working in an office setting - it was extremely frowned upon to take unplanned time off unless you were severely physically ill (think: running a high fever and visiting the doctor), or it was truly a dire emergency (think: death in the immediate family).

Technically we were allotted personal days.

Technically we were permitted to take them.

But how many of us did? And did we feel the need to try to “justify” that time? Did we feel pressured and shamed to ensure that the reason was “good enough” to be away from our oh-so-important work?

I felt that way. I was made to feel that way. I made myself feel that way.

And even when I was at work, I always felt like I had to put on my professional mask and my happy face, no matter how much I was struggling. I became a very talented actress over the years. And frankly, it was exhausting.

Here’s my truth:

I’ve struggled with on-and-off depression since adolescence.

I’m not afraid to say that, especially now - and especially to you. I’m 41 years-old and I’m not ashamed of my past. I know who I am.

And I know you’re reading this because you think I have something valuable to say. That makes me feel a little more brave.

Talking openly about mental health is more accepted now. We know that it helps make others feel more empowered to talk about their own struggles. It sometimes even nudges people toward getting help. That makes it worth it. Even if it means getting a little vulnerable.

As a full-time employee, I lied and made up physical ailments when I needed time off for my well-being.

I couldn’t imagine telling my leaders the real reason I needed to stay home. I was afraid of their judgment. I was afraid they’d look at me differently when I came back. Even if I was willing to tell them, how exactly would I phrase it?

“Hey Brenda, I need to take a couple of days off because I’m deeply mentally unwell.”

“I’m taking some personal time. Why? So I can sleep all day and overthink all night.”

“Oh yeah I’m completely physically fine it’s just I feel like I’m losing my mind.”

“No, I can’t provide a doctor’s note but you can hear all about it from my therapist if you want.”

(I’m kidding a little bit. But that’s how it felt to me at the time. I didn’t know how to say it.)

Today, I’m much more confident and self-assured. Today, I could find the words and I wouldn’t give a damn what they thought. But back then, especially in high-stress workplaces where everything we did seemed so critically important, I couldn’t even fathom it.

So, I lied.

I made things up so that I could take the time I needed… to pick up enough of my pieces to put myself back together. So I could function again.

I needed the unwell days.

I needed the recovery days.

They were necessary for me to be the “always on” Ashley that everyone knew and loved. The high performer. The leader. The strategic planner. The gal with all the answers.

There have always been two Ashleys.

The Ashley who has it all together, and the Ashley who doesn’t.

It’s taken me a long time to accept and embrace both of them as part of me.

Finding my way as an independent business owner has been a big part of that story. Working for myself means zero judgment when I need a day or three. I get to decide that now. No questions asked. No opinions given. No judgment passed.

This is an untold part of my solopreneur story, and a big reason why this life has worked so well for me. I see it as a huge, tangible benefit that I can structure my work around my mental state, my mood, my energy, my preferences, and my natural rhythms.

And I’m not just talking about mental health days, or being my authentic (flawed) self. This plays out in many ways.

💗As a solo, I can intentionally choose short-term projects instead of long-term retainers. That way I know I always have break periods in between intense work sprints.

I’ve used those breaks - whether a few weeks or a few months - to fill my cup and process the things that need to be processed. Once I went and lived on the beach for a month. Once I lived in an apartment in Berlin for a while. I’ve made many extended visits to loved ones during these breaks. I’ve visited legendary museums and sat hushed in awe at intimate chamber concerts. I’ve cried and laughed and journaled and wallowed. Each time, I’ve rediscovered myself anew.

💗As a solo, I can carefully select the people I choose to work with. I can and do fire clients. I can refuse partnerships. I can completely insulate myself from the worst offenders.

In a full-time work environment, I had to accept the team, the boss, the clients, the stakeholders - whoever they may be. I didn’t have any choice in the matter. And this often led to waves of fresh trauma and stress. It’s tough to pretend to respect and like people you detest. It’s tough to sit and stew in a toxic group setting where people are actively trying to hurt each other. It’s tough to wear a mask every day.

💗As a solo, I can curate my office environment, work setting and daily routine. I can fill my office with light and flowers. I can take regular breaks to rub my dog’s belly. I can eat a real lunch at a table, and take a walk outside after. I can have complete silence at any moment I choose.

No more deadly, grey-walled cubicles. No more open bullpens with a hundred overstimulating sounds echoing all around me. No more feeling cornered into forced small talk with that woman who won’t stop talking about her nephew’s weight problem. No more feeling like I have to cram my lunch into my mouth while hunched over my keyboard (No time to stop and take a real break! Gotta churn out those TPS reports!).

There are more examples, but those are a few of my favorites.

Many lament the loneliness and disconnection of solo work. They talk about how nice it is to be in an office with other team members. And don’t get me wrong - I know it can be that way, too. I’ve had wonderful times in traditional workplaces with traditional teams. My old team at ComEd Communications comes to mind - we had real solidarity there. We supported each other, especially in crises. We laughed (I’m talking real, belly laughs). We had fun. We connected. One time we had a potluck and I wowed everyone with my homemade cornbread with honey butter. And no, I’m not sharing the recipe.

Today as a solo, I still value connection. I get the privilege of connecting regularly with wonderful humans all over the world. I get to see their faces on my computer screen, laugh with them and learn all about their lives.

But I always get the choice.

I get to choose where I spend my energy and with whom - as well as how that happens and when. I get to choose when to spend time by myself in silent contemplation. I get to choose when to take time away.

The flexibility and choice of solo work have allowed me to become even more myself, and to find my healthiest path forward.

Sometimes I’ll be the Ashley who leans in.
Sometimes I’ll be the Ashley who ducks out.

In my company, both are very welcome.

Because if you’ve never intentionally explored this part of your business, you may be leaving a ton of opportunity (and revenue) on the table.

I work with hundreds of independent consultants and solopreneurs. And from what I’ve seen, most of you could use a lesson in what it means to provide exceptional customer service.

I say that with a lot of love. I really do. But it’s the truth.

You may think you’re doing a fine-enough job interacting with people and taking care of your clients. But what I’m talking about is the kind of service that people turn around and talk about with others, because it just blew them away. The kind of service that people remember. The kind of service that turns quick, cost-free interactions into tens of thousands of dollars of long-term business.

My education in exceptional customer service started with my experiences waiting tables in high school and college. I found that the smallest things - attentiveness, responsiveness, courtesy, kindness, and a genuine desire to please - directly translated into better tips. I saw it every night when I compared earnings with my colleagues.

The big differentiator for me:

I didn’t just provide exceptional service to the big-spenders. I did it with everyone.

Once when I was about 18, I had a lady who came in by herself at dinner service. She didn’t order a full meal. She just had a slice of pie and a cup of hot tea.

Despite her small bill, I gave her just as much attention as I gave my larger tables. Probably even a little more. I stood chatting with her about her life. I showed a real interest in what she had to say. I made sure that her hot water stayed filled to the brim.

And I’ll never forget what she did in response.

She left me a $100 tip and a sweet handwritten note on the receipt.

One hundred dollars. That left an unforgettable impression on me.

I received that wonderful tip because I took the time for her when I didn’t have to. When I wasn’t getting all that much out of it.

I still have that receipt. And I’m glad to say I paid that generosity forward many times since.

My education in service continued with my training at Disney. For a brief time in college, I was a cast member at Epcot.

And if you’re not familiar with Disney’s customer service training - let me tell you, it was intensive. I went through three full weeks of training even though my contract was only going to run four months. Nearly a fourth of my working time devoted to training. That’s the importance Disney places on exceptional customer service.

At Disney, they called us cast members instead of employees. We weren’t “at work,” we were “onstage.” That terminology was meant to be a constant reminder that we were on show in front of customers, and we had to come to work ready to perform our roles. Every little thing mattered - from the way you smiled and leaned toward guests who seemed confused or overwhelmed, to the way you went out of your way to ask guests about their birthdays and anniversaries. People noticed every single thing you did (and didn’t do). That was drilled into our heads.

In 10+ years of independent consulting, and in the 18 months since I started my current venture, I’ve continued to apply what I know about customer service. And from what I’ve heard from clients, my service standard is a huge part of why they keep coming back.

They don’t return to me because I’m the smartest, the best in the world, the most talented, the most experienced. I know for certain that there are others who far exceed my capabilities and experience.

But I provide exceptional service at every turn.

What precisely does that look like?

I interact with everyone with genuine joy and devoted interest, no matter how small the potential “payoff” may be. I smile, nod and lean in when I’m on video calls. I come prepared with thoughtful questions centered on each individual’s priorities and experience. I respond to emails at lightning speed (and I include the niceties and formalities of greeting and sign-off that so many have abandoned).

I spend a significant amount of time having complimentary chit-chats, proactively sending over free counsel and resources, and thinking about what might make my contacts’ lives a little bit easier.

I give away a lot of insight and value at no cost whatsoever.

I persistently follow-up but I always do it with kindness and understanding - even if the person “owed” me an answer months ago and hasn’t replied to emails since.

If I hear that a contact is having a tough time personally, I find a way to express my empathy and care. If I can do something to help, I will.

I’m easy to work with, reliable, and eager to please.

I don’t share all this to brag about how great I am. I share it because I want you to elevate your service so that you can reap the rewards. Please copy me. Steal these ideas. Assess your current level of customer service and ask some past clients about their experiences and what you could have done better. Double down on over-delivering for your contacts and customers. Look for every opportunity to delight them. And take notice of the returns for your business. I think you’ll be surprised by how much this matters.

The littlest things leave lasting impressions.

I want to see that list every single day. I want it right in front of my face.

Because on this post-it are the 5 things that I KNOW help to grow my business, bring in more revenue, and attract more clients.

No guessing. No busywork. No hoping and praying.

These are the things that actually work. I know from firsthand experience over the last 10+ years. I come back to these 5 again and again.

I also really like that they’re all completely within my control (unlike all the other stuff I usually worry about - like whether or not that prospect ever emailed me back). I can take action on every single one of them today, in this moment.

What are those 5 things exactly? Well fear not, I’m going to list them below.

But honestly, it’s not really about the terms themselves. What matters is the execution.

In this piece I’m going to share exactly how I’d execute these things in a typical work week in order to grow my business. And this is where it gets good - I’ll actually break it down into four different scenarios:

• If I only had 2 hours per week to grow my business…

• If I only had 5 hours per week to grow my business…

• If I had 10 hours per week to grow my business…

• If I had 20 hours per week to grow my business…

That way you have a menu of possibilities to choose from, and you can come back to this at different times - choosing the option that best fits your current availability. I know that so many of you struggle to find the time for regular business development.

This is how you do it.

Let’s dig in.

This is what’s on my post-it:

1. Content

2. Visibility

3. Networking

4. Nurturing

5. Outreach

That’s it.

Sounds simple, right?

Not so fast. Remember, it’s all about the execution. How you approach each one. How much. How often. To what degree. With what resolve and ingenuity. How consistently. Whether you do it at all.

But the shorthand list does create a helpful reminder. If you like this piece and the action plans I share below, I encourage you to make your own post-it note to keep this stuff top of mind.

Focusing my attention on these things helps me to feel empowered and in-control, as opposed to frustrated and adrift (which is how I feel when I’m sitting around thinking about why the clients aren’t calling).

Here’s the simple definition for each one and some additional resources I’ve created for each area (so you can refresh yourself on the concepts if needed):

CONTENT

The stuff you create and publicly share that helps people get to know you, understand your insights and value, and come to trust and like you. You’ll find some thought starters here and here.

VISIBILITY

The degree to which you’re publicly out there and “top of mind” for prospects and partners on any given day. Includes your public content, but also includes things like event attendance and participation, social media presence and commenting, publicity, interviews, recognition, group engagement, advertising, etc. Here’s a cheat sheet for thinking about visibility.

NETWORKING

The work you do to expand your connections and meet new people all the time. This is all about constantly putting your hand out to introduce yourself (especially to future prospects and partners). Here’s a guide to effective networking.

NURTURING

The effort and value you invest into your existing network. How you make people feel. How you meaningfully deepen your relationships over time. How you give back and hand out favors. Could be done one-on-one, at scale, or both. I don’t have a ton of time for 1:1 nurturing these days, so here’s how I nurture at scale.

OUTREACH

The direct pitching you do with prospective clients - introducing your specific services and offers, asking for work and positioning yourself for projects. In other words, active selling. Here’s a guide to get you going.

I’m a huge proponent of making a little time (even just a couple of hours) for one or more of these things every single week - no matter how much client work you have. The solos who fail to do this inevitably end up in the “feast or famine” cycle (and believe me, that’s not where you want to be).

If you’ve failed at consistently making time for business development and prospecting up until now - this is the moment to make a change.

Even if you have a full client load.

Even if you have life stuff going on.

Even if you’re feeling tired.

If you have to get up early on Saturday to spend two hours doing it - you should. That’s how much it matters, and that’s how valuable the results can be.

And hey, if you’re in a spot where you have little to no client work, I’m going to challenge you to spend at least 20 hours (if not closer to 30-35) on this work. Why not?

Below is a snapshot of how I might mix these five activities together to achieve maximum impact in different buckets of time (because your availability will vary).

Disclaimer: Keep in mind this is only one potential schedule for each bucket - and these are MY priorities for each one. There are myriad ways you could mix and match activities to achieve the results you want. Also note that I’m talking about distraction-free, focused work. To complete these actions within these timeframes, you’ll need to be fast-moving and efficient (no time for dilly-dallying).

If I only had 2 hours per week to grow my business…

• 45 min: I’d schedule 4 short LinkedIn posts (mornings, Mon - Thu), focusing on quick, thought-provoking questions for my target industry, quick celebrations of my business wins, provocative polls related to my field, or reposting a popular post tied to my specialty with a hot take up top

• 30 min: I’d add up to 50 new LinkedIn connections (focusing on those who I already see active on LinkedIn, fit my target client profile, have shared connections and maybe went to my school). If I had time, I’d briefly message everyone who accepts the connection to send a genuine hello and ask if I could do anything to support their journey (no pitching)

• 45 min: I’d research 2-3 potential clients and send them HIGHLY personalized pitches

If I only had 5 hours per week to grow my business…

• 1 hour: I’d write and schedule two long-form LinkedIn posts (Wed and Thu AM) rooted in personal stories from my lived experience (really putting the audience in my shoes) - each one aiming to share tangible value or a lesson learned

• 1 hour: I’d leave substantive, conversation-starting comments on content from high-traffic LinkedIn creators who write about my industry (10,000 followers or more)

• 1 hour 15 min: I’d research 3-5 potential clients and send them HIGHLY personalized pitches

• 1 hour: I’d max out my LinkedIn connection requests (focusing on those who I already see active on LinkedIn, fit my target client profile, have shared connections, and maybe went to my school)

• 45 min: I’d send short nurture notes to my warm network (focusing on those who fit my ideal client profile) sharing a recent article, report or tool related to our field (along with my booking link in case they’d like to catch up)

If I had 10 hours per week to grow my business…

• 1 hour: I’d write and schedule two long-form LinkedIn posts (Wed and Thu AM) rooted in personal stories from my lived experience (really putting the audience in my shoes) - each one aiming to share tangible value or a lesson learned

• 1 hour: I’d write and schedule two LinkedIn posts sharing recent client experiences and wins (Mon and Tue AM); could be a client testimonial, a recent client success story, a new prospect that just came in. I wouldn’t share any real info about them - I’d just build my business in public and project success

• 2 hours: I’d leave substantive, conversation-starting comments on content from high-traffic LinkedIn creators who write about my industry (10,000 followers or more)

• 2 hours: I’d research 5-7 potential clients and send them HIGHLY personalized pitches. I’d also ensure I’ve got calendar reminders to dutifully follow up on the pitches I’ve already sent (once per week, at least 5-6 times)

• 1 hour: I’d max out my LinkedIn connection requests (focusing on those who I already see active on LinkedIn, fit my target client profile, have shared connections, and maybe went to my school)

• 2 hours: I’d send short nurture notes to my warm network (focusing on those who fit my ideal client profile) sharing a recent article, report or tool related to our field (along with my booking link in case they’d like to catch up)

• 1 hour: I’d create an article, blog post, one-pager or infographic that I could use as a lead magnet, freebie handout or nurture tool.

If I had 20 hours per week to grow my business…

• I’d do everything listed in the 10 hours per week section, plus…

• I’d spend 5 hours pitching myself for industry podcasts and industry media guest columns

• I’d spend 3 hours attending, co-leading or planning events related to my specialty (and networking with those I meet)

• I’d spend 2 hours visibly engaging in an industry group, club or association (i.e. leaving value-add comments on others’ posts)

Will you be making a commitment to business development this quarter? What’s your action plan? I’d love to hear about it in the comments!