This is an interesting question, and I look forward to hearing some amusing responses. At the same time, this is one of the biggest traps we see people fall into, when they are building a small business – trying to appear larger than they are, in order to land projects beyond their actual capabilities. On one level, it’s dangerous for attracting work that will often send them broke when they can’t service the contract, or fund the resulting working capital requirements.

It’s even more dangerous for its potential to fool the proprietors of the business, who inevitably begin to ‘believe their own bullshit.’ The potential to overspend on things like swish offices is obvious, but less so is tendency to focus on winning larger contracts, hence needing fewer of them. For ICT businesses (our core market, so what we know best) principals often see selling as a necessary evil, which can be minimised by targeting big contracts instead of many smaller ones.

Selling and delivering small contracts is usually the bread and butter business for these guys, and we spend a lot of time helping them see that ‘elephant hunting’ is a great way to starve, since you get no feedback at all until you either land one or go broke. ‘Bunny hunting’ is much less risky, as you can constantly adjust your process until you’re eating much more regularly.

So much for the lecture. The best trick I’ve seen personally is using a default email address (so that any inbound emails to unknown names are forwarded to one place) and making up lots of other names to include on the cc: line of your outbound emails. It’s supposed to give the impression that proposals and plans are being reviewed by committes and oversight staff – even if you’re just a 1-man band.

But we would never suggest anything like that…

Cheers,
Dr Paul D Hauck, Principal
Paul.Hauck@ICTStrategicServices.com.au
(mob) +61(0414) 35 35 03 (land) +61(02) 9591 1464 (fax) +61(02) 8587 0002

ICT Strategic Services
http://www.ICTStrategicServices.com.au

56 Minnamorra Avenue, Earlwood NSW, 2206 Australia

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In ANY conversation or email or proposal for a client I always say “We” and never “I”, I talk about when I return to the office, rather then when I get “home”
I send newsletters to clients from newsletters@ rather than frank@, and customers are told to use sales@ and Support@ emails

Even though all my customers know that I am just me and that I work from home I feel it is a good habit. I may work for someone again one day or I may put on staff, or subcontract – so as well as “bigging me up” it is also a good habit.

I also dont have “manager, proprietor or CEO” on my business card – just “Senior consultant”. I once worked at a company with 2 staff – I was the manager of the advanced products division.

Things can be personal AND professional – you dont have to give up one to have the other.

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