A popular aphorism suggests that in the end, no one ever regretted not spending more time in the office. Yet during our lives and careers we often seem to confuse our priorities, shifting our focus so that we end up with clients whom we know extremely well and families who are de facto strangers. In this book, widely renowned consultant Alan Weiss—cited as "a worldwide expert in executive education" in Success Magazine—tells how to blend life, work, and relationships in a way that will help anyone to work smarter and live better. Weiss draws on scores of interviews and vignettes with highly successful consultants to offer nontheoretical, pragmatic advice on living a balanced life, including how to: Work smart and not hard Have time to fulfill your passions Build on success, not on correcting weakness Give yourself short- and long-term personal rewards Take risks and reinvent yourself (again and again) Play to win— but ignore the score and reward the effort Influence others while surrendering the need to control Visualize the future

Product Description: The Ultimate Consultant--the first book in a series written for experienced practitioners--is filled with helpful interviews and vignettes from an array of successful consultants from around the world, and offers the templates, examples, information, and tools you need to transform your business...read more

Product Description: Divorce is the worst investment that both parties ever dreamed of, you cannot borrow money against it, but you can go broke because of it. So do it right!This book is a MUST READ if you're starting (or even in the middle of) your divorce proceedings...read more

In this thoroughly revised edition of his classic book, Alan Weiss shows how consulting fees are dependent on only two things: value provided in the perception of the buyer and the intent of the buyer and the consultant to act ethically. Many consultants, however, fail to understand that perceived value is the basis of the fee, or that they must translate the importance of their advice into long-term gains for the client in the client's perception. Still others fail to have the courage and the belief system that support the high value delivered to clients, thereby reducing fees to a level commensurate with the consultant's own low self-esteem. Ultimately, says Weiss, consultants, not clients, are the main cause of low consulting fees.