I'm your host Travis Moss, CEO of Seed Planning Group with our co-host Dave Nerti, the Chief Operating Officer Seed Planning Group. No jokes this morning before the episode started. I actually forgot, this podcast is all about how we implement takeaways from great books into our business and today we are working on a take away from the book billed by Tony Fidel and our takeaway, be persistent and helpful. I think I do think we killed this one, you have any final words on be persistent and helpful, just because you do something great once, doesn't mean you shouldn't keep doing it, like persistent, right? Yeah. Well, I mean, when you talk about having a mindset of looking at everything as an opportunity, it has to be persistent and the type of opportunity you're looking for back to our last episode is how can I help, how can I earn, how can I move the ball forward? Yeah, well, and to elaborate what I said about that, just because you did it once, so you have a good one on one meeting with somebody, you have a good successful project. Don't make that the exception because you did it and now you're celebrating about it and you kind of forget what you did. Think that the standard, okay, these are the type of conversations, these are the type of projects we need to have all the time and we're going to repeat what we did that was successful, not make it an exception because we did it once. All right, well, there's a boom for you, the boom bank, we had like a couple of booms piling back up there, we'll give you a boom on that, but that's not going to be our only take away today. Let's hit the next takeaway. The next takeaway is don't be a management consultant. Now you are a resident professional consultant, I think we've like shaken most of that off of you, so you want to tackle this one today or are we going to like boom that one and move on to? That's up to you, I mean, how do you do want to go and look at you? Let's be fun, let's need a little way, you had this one. As always though, before we get into it, do us a favor, like or subscribe to us wherever you're listening or watching, we're going to talk about Dave being a consultant today, so this will be fun. Give us your consultant experiences, that would be awesome. Just be aware, every time somebody likes or subscribes or gives us a comment, it helps other people find the show and when it would be awesome, we could feel the room full of people that are trying to grow personally professionally. If you bought a Nest product and let us know, please comment and let us know so that we can get reimbursed from the site and we need some data to show Tony. We can go there and say look at my Nest that we've sold or how many Nest customers that we have, yes, for those that don't know, read the book, Tony Fidelis, the guy who created the Nest and the iPhone, so also if you've got an iPhone, go ahead and put that on there just so we know. But anyway, this episode is brought to you by NQRMedia Inc, where we on apologetically bring to light things that need to be talked about, NQRMedia.com or look for NQR wherever you find your content and you'll see all of our productions. All right, management consultant, so you were in the management consultant world. I know he's talking more about, you go in and you're, he's talking about getting involved basically, right? We did a whole episode about getting really entrenched, getting really in the middle of everything and learning three dimensions of things, right? Management consultants are kind of like two dimensional guys, they kind of like look at it. It's like surface. Yeah, let me tell you how to be good at something, but I've never actually done it myself, right? So how do you, number one, it might be an unfair to management consultants? Yeah, I think that that's the answer. Yeah, I'm being unfair. Yes. Okay. I think. There's some truth there. Okay. So some, some on being fair to you, some on being unfair to you. Definitely. All right. I like that better. Okay. Go on. Go on. I'd say it depends. So you get a lot of different types of people and goals and, and management consultant world. Okay. So we talk about, you know, the, the good side of it. Let's talk about a little bit of the good side is if somebody has a goal, so the reason like I got into it, right? Cause I wanted, it was a career change type of move of like, how can I shift what I'm doing currently because I don't, I don't see a long-term future here. I don't enjoy it. And, but do something where I think I could also, you know, gain some ground, make, make a difference, learn a lot of skills that will open up a new world to me is how I looked at that. So my personal experience was management consulting will be a stepping stone because I'm going to get thrown into a lot of different shit and I'm going to learn a lot of different skills. I do it right. And then I'm going to move on. That was my goal. I'd never planned on being, you know, what they call in the consulting world, the partner path. Okay. Um, so I think in that, you know, it worked out well for me. I know a lot of others that did that too. And then you have like the lifers or the partners, like path people that you're going to get people, I worked on a lot of different teams there. I mean, there's thousands and thousands of people, hundreds of thousands of people that work at these, you know, big four companies. You find people who really do things, right? And they are the ones who dull get in and do the 3D work, right? And yep, really help a client. And then there's the other ones who, you know, you take a template from three clients ago and you change the title of it, save, save as, make a couple of tweaks and leverage as the keyword and consulting, not copy or steal leverage that template and pass it on to like the next client, right? And right. I've seen those before. I get those every now and then from an attorney, I'll get like a leveraged agreement. Yes. What? Why do I have to pay you for this? Oh, it was pulled from the filing cabinet and send it to me. It's a template. Exactly. So there's a lot of that too. So I think, you know, there's, there's value. There's a reason that profession, you know, is so big and people learning. The one thing I definitely agree with is they, they, the saying was always like a year in consulting is four or five years in industry as they call it, right? So every year I spend a consulting, I'm going to learn as much as I could in like an industry type of job because of the, all the different things you could absorb and learn. Right. Well, they say in seed that a year is it's like dog years, you know, seed is like seven years. So one is every seven. So seeds ahead of the consulting world, so that from that aspect, but then like you said, you kind of have to, once you get back to the, we'll call it a real job or industry job, and you actually are part of what you're building. So that's the thing I, I never enjoyed about consulting was I was never part of any like it. You'd work on a project for anywhere from four weeks to four months to a year and you just kind of leave. Like, you know, I met these people, I helped do some stuff, like did it work? Did they use it? Did they just throw it out and say, we check the box? Yeah. No idea a lot of times and it was kind of weird. And then, you know, when you come into the industry world and now you're part of a company and you're, you're there and then the projects and things you're working on, the people you're developing, you're part of that. So you have to like chisel off and work off some of the consulting stuff that you learned along the way of like, let me just do this and move on and not worry about it. So yes, the transition can be difficult for some people, I would think. Yeah, I think it's, you're, you keep saying the industry world. Is that what they call it in the consulting world? Yes. Yeah. So it's like in the military, it's the civilian world in the, in the, we're not even in the same world. We got consultants and then we have industry people. Trust me, consulting is a different world. All right. And then we got, you know, military, you've got military and civilians. Yeah. Cause you'd, they'd say like, you know, when I left, they probably said, Oh, what happened to Dave? Cause you know, you work with some people and you don't. Yeah. But I go, where's Dave? He went in industry. That's, that's what they would say. He went to industry. He crossed over. Yeah. He got the disease. Yeah. So, so how do they rate, you know, how do they, when we have a consulting come in? And they do their job and they move on. So that guy comes in, he throws the template together, he doesn't seem blah, blah, blah. And he rolls on, how do they rate like the performance of that consultant? So they, you know, like know that he actually does a good job. Like, is it, is it like, do they go back and look at the results afterwards? Well, the recommendations were implemented and blah, blah, blah. And this is the economic value that seems to be created five years from now. Right. Like kind of like an idealistic on higher education, it shouldn't be based on how many kids graduated or what the kids ended up doing after they graduated, right? Right. Or is it just simply like, not the completed X amount of jobs. They got their degree. They moved on. Yeah. So it's as you move up in the, in consulting, right? So you, you're like the associate then the, but senior associate manager, director and so on. Yeah. And it becomes less transactional with the client. So meaning the work done, how do you, how do you assess the people who did the work, the work itself? So the project teams make a very, right? It could be anywhere from three people to 30 or more, but typically you're on a project, you got 10 people on it. The partner director part of it would be the relationship to say like, here's the work we're doing for you, right? They're, they're the ones working with all the executives most of the time and meeting with them and they have the relationship. So you really rate on, well, yes, did you implement it? Was it something that was actually helpful to a client? And is there going to be more work in the future? Right? Are you going to hire us again? Oh, wow. Because we did, because we did such a great job. What's the next project you could hire us for? Okay, that seems like something that has really nothing to do, but I guess if I'm willing to hire you again, willing to, yeah, unless I just created the problems in the first place that you'll need to hire for, but right. Or did you actually, you know, the work that you said you were going to do in the, the spread of work? Did you do it? Did you stay on budget and helpful? So how do you, one last question that popped up while you were talking. So so you went in industry, what's, what's the recovery experience, like, because I'm going to guess that's, what, if you take somebody who's in the service and they go into the civilian world, they actually have a process. Like especially for officers where a lot of times they kind of like, put them back into the regular world to help them transition back into the living with the masses, right? So it seems like that's a similar thing here. You have consulting world that's up in this cloud and then you have the rest of the world, which is like this other big cloud over there and the two different things. So when you hop back over from consulting cloud to industry cloud, how do you kind of like adjust to recover from that? Like what, what's that like? That's good. I think, I think it's a moving scales what I'd say. I think if you, because like I said, there, there's the, the people who are on the partner path, right? The lifers who they're never ready to go back in industry. They like the lifestyle. They like the, you know, inflated salaries. I guess you could say like, you know, the more money, the travel, you know, everything that comes along with consulting that a lot of people couldn't look at is good things, right? It's just your preferences, I would say. Or the industry world, which in most cases either doesn't have a lot of that stuff or it's just different. Right now you're part of a permanent team. Some people love the moving around different teams, different cities, all that kind of thing. So if you're ready and you made a decision based on your wants, needs, you know, what, the next step for your career was the, the process like moving, moving to see like for my own personal, right? I was, I was more than ready for that and wanting to be part of building something. And that was one of the biggest attractions to see it was, you know, our conversations and it was building something different and special and, and I could see that, right? The vision, I believed in the vision. I believed in you. Right. And, and it went from there. So I was ready for that. But if I, if I wasn't, I was just like, well, I just don't want to travel anymore. So I'm going to find a different job. Probably would have been very difficult and I would have, I would have seen myself more as an outsider. When you're a consultant and you go into a, on a client site, you're an outsider. Everyone looks at you weird because they think, are they going to be shopping headcount or like laying people out? Right. What are they doing here? Like office space. Yeah. There's a weird room with no windows with 20 people around your laptops, just working and like people give you just like stare downs all the time. Like, what's this guy doing here? So I think you could feel that way like that transition. If you're, if you're looking at it in a sense, if I'm an outsider trying to help and you don't immerse yourself, right? You don't get 3D. You never really get to own what you're doing. Yeah. If you don't own the company, you, you don't own the relationship with the people. Right. That would be very difficult, then you would still basically be a consultant without being a consultant, like at a permanent job. And that would be, you probably wouldn't make it long. So, but if you're ready, I think the transition isn't hard at all because you're going to take the skills you learned, but now apply them to a, you know, a more permanent situation. You did have very nice spreadsheet templates when you started with it. I did. Hey, the templates come in handy. I'm not saying they're not good. Those are good skills. That's it. Yeah. I don't have a clue what they mean, but it would be good. Yeah. Near do I. (laughing) (upbeat music)
