Is your business not growing at the rate you want, or making the impact you hoped for? If that’s the case, my guest expert, Michael Zipursky, is going to offer you strategies on what really makes a business grow, and give you clarity to accomplish your goals. Michael is a marketing expert and a business consultant who has built six companies, helped over 300 individual consultants and advised organizations like the Financial Times, Panasonic, and more..
In this episode, Michael takes a deep dive into not only what makes businesses grow, but will share his insights on mindset, and how that can lead to some of your biggest breakthroughs building a business. You’ll also hear how to attract your perfect client, increase your revenue, and grow your business, without limiting your growth potential.
Listen to the podcast here:
Consulting Success, Growth, and Impact with Michael Zipursky [Podcast 209]
We have got an amazing guest. Have you ever been in a place where you said, “I’m struggling to be able to get new consulting clients, new high-value clients and new coaching-type clients?” What if you had a method and a way to be able to go out and attract your perfect client, not a low-level type client but literally shoot for the moon? That old Les Brown adage says, “If you shoot for the stars, if you end up a little bit short, that’s a lot better than where we are now.” Our guest is a definitive expert at helping consultants, maybe like you, to be able to go out and get more new clients. He’s advised organizations like Financial Times, Dow Jones, RBC, Omron, Sumitomo and helped Panasonic launch new products into global markets. He’s helped over 300 consultants from around the world, over 50 countries, add six and seven figures to their revenues and over 33,000 consultants have gone through his weekly newsletter. He’s also the bestselling author of The Elite Consulting Mind. Welcome to the show, Michael. How are you?
Dan, I’m doing well. I’m excited to be here with you.
You’ve got such a fascinating background. You worked over in Japan. You’ve worked with companies like Panasonic. You started six companies and sold a couple. To give our audience some context, why are you doing what you’re doing now?
My real answer to that question is because I like to help. What I’ve found out about myself is interesting because I heard this when I was in elementary school. There was a Holocaust survivor, her name was Golda, and she was a substitute teacher for us. She made a comment way back when I was in elementary school about me wanting to help and to teach others. My mother later made a similar comment and I always thought, “I don’t want to teach. I want to go out there and make money and build businesses or do different things.” What I’ve learned over the years is where I get the greatest satisfaction and that warm and fuzzy feeling inside is when I’ve helped someone. That might be helping them to add a million dollars or it might be helping to get clarity on something that they’re dealing with as a challenge.
That’s why I’m doing what I’m doing. What got me to here is that ever since I left high school into university, I started my first business with my cousin and business partner to this day, Sam. We’ve continued to build different consulting businesses and a couple of other businesses in different industries. I’ve spent the last eighteen to nineteen years building consulting businesses. For the last ten years, I’ve been helping other consultants to build theirs. It’s been a natural progression of building our own consulting businesses, realizing that we’ve learned a few things and learned through making a lot of mistakes along the way. We’ve started sharing that knowledge and experience from the front lines through a blog without any monetization behind when we first started. We saw the following and a community build around that. Through that, we’ve then created programs and written books and a lot of different ways of delivering content and education to those that want to grow successful consulting businesses.
One of your quotes say, “Choosing money over love is a mistake.” Speak to that a little bit.
I wrote a blog post several years back. It was when I was in Japan. I remember I was walking down, it was cherry blossom season. Anyone who’s been to Japan knows how big of a deal the cherry blossoms are out there. I was walking down by a river with cherry blossoms, it was picturesque like a movie scene. I was thinking about why people do what they do. I continue to hear many stories of people who are “successful.” They have fancy cars or the nice houses and they shoulder watches off, whatever it might be, materialistic things that everyone is working towards. They’re talking about how they’re making millions of dollars in their business, but often it doesn’t turn into much profit for them. There’s a big focus on growth and on numbers.
I’m a capitalist. I certainly value money, but I value money for the freedom that it creates. What I’ve realized by seeing people around me pass away, loved ones and those that I care about, and going through certain experiences and what it’s continually taught me over the years more and more is that you need to live in the moment. You need to appreciate what you have because that’s the one thing that you can never get again. It’s what we’re doing right now. My belief is that by focusing on love and value and creating memories, that’s far more important than focusing on money itself. I’ve seen many people grind away for years hoping that they’ll get to a place where they can then take care of those that they love. They’re forgetting what taking care of those that they love or being present parents or lover or whatever it might be during that time because they’re hoping that it’ll pay off down the road. We don’t get the time that we have back. My experience is that we should make the most of what we have.
Speaking of that experience, did you have something that happened that was a turning point for you to go inside to decide this is the value that you feel is important to you? I know I’ve had my journey. I’ve talked a lot of others. Usually there’s something that happens, a shift to get to that point. Speak to that a little bit.
One big one for me was my stepfather, Barry. He was diagnosed with Alzheimer’s. I saw him go from a competent businessman to someone who became frail and lost his memory. I watched my mother go from a full life to one where her life was a full-time caretaker. That was tough to see and I’ve never seen a parent in that situation before. That played out for many years. It was a good reminder, it was a tough time. Barry’s passed away but that experience, in addition to many others, where people that you love passed away or challenging times and you see friends and family in, these are all constant reminders. Since I became a father, there are lessons that you can learn from those that you are now being a parent too that you would never imagine before. Especially with Barry, it taught me the importance of creating memories. Every decision I make, it’s never a decision about money or about time by itself. It’s what memory will this create? Is this something that’s going to be worthwhile to do? I’m excited about getting involved in that if it will create a positive memory.
Michael, you’ve built six companies. You’ve sold two companies. You’ve worked with hundreds and hundreds of people all over the world, 30,000 per month engaging in your content and all the great wisdom that you have available. What are some of the big misunderstandings or mistakes that you see that most consultants have in going out there and building their business?
The most common is not having clarity on their ideal client. Far too often, I see people focusing on strategies and tactics without getting the foundation of who their real ideal client is. They end up spending a lot of time developing messaging that will resonate with no one because it’s far too general. They develop service offerings that try and encompass or incorporates ten different things where one or two will do. It’s because of that they end up creating these complex or overly laborious marketing systems or attempts at creating a marketing system which can often resemble a patchwork of different activities. They think to themselves, “I’m doing so much. I’m spending so much time but I’m not getting the results that I want. Why is that?” In almost all cases, it’s because they don’t have a good strong foundation in there. In this case, we’re talking about consulting businesses. They don’t have that foundation.Live in the moment. Appreciate what you have right now because that's the one thing that you can never get again. - Michael Zipursky Click To Tweet
The first part, before anything else, is getting clear on who is it that you’re going to serve? What is the real problem that you’re helping them to solve? What is the value they care most about? Once you know that, it becomes a lot easier to develop a message that will resonate with them. It becomes much easier to develop service offerings or product offerings that answer the questions that they have or solve the pain point and problem that they are experiencing. It becomes even easier to develop a marketing system or a specific activity or set of actions that you can do on a consistent and regular basis to get in front of those people. Now you know who you’re targeting and you don’t need to spend time targeting five or ten different types of people with different variations on messaging for them. Complex questions around, “What do I do if this person comes to my website and my message doesn’t resonate with that person?” These are questions that are common. The solution to all of them is getting focused around who can you serve best? It’s back to the whole idea of the 80/20. You can focus on 20% and get an 80% result. Instead what most people do is trying to focus on 80 different types of people and only getting 20% of the result. If you focus on that 10% or 20%, you can end up getting 80% or 90% result by focusing on far fewer people.
Somebody might be in the gap dealing with this. They got a decent business but it’s unstable. They don’t have a steady flow of new clients for many of the reasons that you stated. What would you recommend they do to get clarity for them and who they can best serve in the marketplace?
It’s dependent on what stage this person is at. If you’re reading and you already have an existing business and you’ve been doing this for several years, the first place I would start is a bit of an audit. I would suggest that you look at where your business has come from. Look at the number of clients or customers that you have. Where’s the revenue coming from? What type of client is most profitable for you? Let’s also look at the enjoyment side. Who do you enjoy working with? Who can you help the most? Who can you help to get a result faster than anyone else? These are some clues that when you start to identify and analyze and then put them together, it can become in many cases clear. We’ve seen this play out with many clients that we work with who have consulting businesses that have been doing quite well but they can’t get to that next level. When we go through this audit, 25% of my clients are creating 80% or 70% or whatever of my revenue. What would happen if I focus a lot more energy on that one group and not all these other ones that are consuming a lot of my time and my energy and aren’t that profitable for me?
That would be my suggestion for someone who is already running an existing business. If you’re getting started or you’re at the early stages, you’re not going to have that data. What you can ask are some of the same questions around who do you enjoy working with? If you’re coming out of a corporate career, what work did you enjoy the most? What are you best at? What did people keep coming to you for? What advice were they seeking from you? These are clues that can often help to answer or at least provide you with a bit of a hypothesis. The next best step for you to take is to go out and have conversations with those people who you believe that you can help. You’ve developed your hypothesis about who you believe that you can help, how you can help them and why you can help them, but all of that is between your ears. It’s not necessarily true. What you want to then do is to go out and validate whether or not your assumptions are correct. If they are, then great, you then have potential clients that you can start to engage with even further. If you’re off the mark, that’s going to be valuable for you because you’ll know how to course correct, shift your messaging, shift your focus or make the adjustments that are necessary to have a good match between the client that you want to serve and what you’re offering.
There’s so much wisdom you packed. As you’re reading right now, I hope you’ll come back to this segment and extract what Michael shared with you. The simplicity is the power of this. Who do you serve? Who do you want to serve? What do people continue to come to you for? These are theories and test and identify how can you help them and then test it. Go out to those ideal people or potential clients and test if you can help them and then make that offer. What would you say about pricing as it relates to consulting? Do people struggle with this? Do you see that it’s a non-issue? What’s your experience with pricing? What recommendations or advice would you give somebody as it relates to pricing their models?
This is a topic that I’m quite passionate about because I see it as being one of the greatest points of leverage for a lot of people. It means that one of the ways to earn more is simply by having a better pricing strategy. The key to this, the part that excites me the most, is that it’s leveraged. It means you don’t need to work more to make more money. Oftentimes, this is back to what we talked before, money over love or the connection between the two. What most people want to get into the consulting business that we work with where they’re coming to our world is they want more freedom. Consulting and generating income through consulting is one of the things they’re doing, but what gets them most excited is the ability to live on their own terms to realize their own potential. That’s what pricing allows you to do. The status quo down for a lot of people is hourly pricing. This is what they compare to because this is what they know. This is what most of the data or benchmarks available are about. In fact, if you come from a consulting firm, most likely the firm has been billing you owed.
You as a leader of that firm potentially work with some consultants who have shifted from larger consulting firms and out of their own practice. They’re bringing that baggage of the hourly fees model into their own business, but it’s not the best model. It’s an inferior model because it caps your earning potential unless you want to build a consulting firm where you’re using the team and staff model. It means you create leverage by essentially hiring out other consultants. You’re making a margin on what you’re receiving from the end client and what you’re paying to that consultant. For the vast majority of smaller consulting firms or independent consultants, that’s not the model that they’re going to embrace or use to create more leverage. Then it becomes all about value. It becomes all about ROI. It becomes about how you engage in a meaningful consulting sales conversation to identify the value that your ideal client and buyer have and sees and that can be created. That comes by looking at not only what is the value that can be created from the project, but also what is the cost of inaction? What is the cost of staying where they are?
When you go through a pretty detailed conversation around that, the buyer appreciates because it’s not a sales conversation where you’re trying to persuade or to ram your offer down their throat. Rather, you’re diagnosing as a good physician or doctor would. You’re asking a lot of questions to better understand what’s going on in their situation. A big part of that is to understand and to identify the value. Once you’ve identified that value, it becomes much easier to come back to that buyer and to offer a solution where you’re essentially giving them exactly what they told you they want. You provide them potentially with some options around that, but the pricing is connected to the value.The most common mistake consultants make is not having clarity on their ideal client. - Michael Zipursky Click To Tweet
If you’ve identified, “This is a million-dollar potential gain and if we don’t take action on this, here are all the things that could happen. This is important for us to do.” That’s what the buyer is telling you. Now, they’re thinking $1 million. It doesn’t seem unreasonable you might charge $10,000, $20,000, even $30,000 for that. If you are doing it on hourly fees, you might only be able to extract $7,500 from that because that’s how long it takes you. The key to consulting and fees is that a lot of consultants think that what a client is paying for is your time, but it’s not your time. They’re paying for the result. When you get clear that it’s the result is the important thing, not the time that you put in, that opens you up to start to create a lot more leverage and earning significantly more without necessarily having to spend more time.
Michael, when we talk about pricing is based on value and creating the results for clients, that’s different especially if someone has come from the hourly mentality. You’ve got 30,000 people a week basically, in many ways like case study examples, diving in through your work. You work with hundreds and hundreds of people worldwide with private clients and stuff like that. What would you say are a handful of the biggest needle movers, the biggest breakthroughs? Those gold coins, not the silver or the bronze, but one to three huge breakthroughs that you and your clients have put in place that our audience could use starting now.
We’re talking about pricing, why don’t we begin with a pricing example. We had one client who was working with one of their clients. They were asked to help with phase two of a project. They were at that point new into our community and world and they were using hourly fees. That’s how they won their first piece of business. The challenge that they faced was how do we take this phase two and potentially price it the right way this time? It was moving then from hourly fees with an existing client to being able to charge based on results, value, and ROI. What we went through is a similar conversation to what we were having, which is helping them to see that the end client, their client, doesn’t care about how much time it takes them. They care about the result. If you can engage in a meaningful conversation where you’re identifying that value, then you’re able to go back to that client and essentially offer them a few different paths or options of what would be best for them to proceed.
They were going to go in with a $60,000 project value for phase two based on hourly fees. That was what they were planning to do. After going through this conversation and the training around it, which they implemented, they were able to increase the value to over $300,000 of that project. It didn’t take any more time for them to deliver, but they gave themselves essentially a $240,000-plus raise from that one project piece. We’ve seen this happen multiple times, more than I can count where someone is able to increase their fees two to seven times without having to spend more time. It all comes down to engaging in a conversation around value. That would be one big one.
Another that stands out to me is a client named Elliot who reached out when he was making the transition from the corporate world. He thought it would take him two to three years to reach his senior executive level salary by running a consulting business. He got back to that level of salary within about five to seven months. He was lining his first six-figure projects in three, four weeks or so of getting things started. The key to making that happen was being intentional. One thing we haven’t yet talked that much about but is important when you’re running a consulting business or any business is the importance of mindset over tactics and strategy. A lot of us spend much time studying and consuming information around strategies. We’re looking for what is the best next tactic? How do I connect my funnel? What do I do with this, that or the other? All these things are important but you can spend a lot of time building and creating things, but if you don’t get out of the building, you’re not engaging in conversations with ideal clients.
Back to Elliot, that wasn’t necessarily natural for him, but he was committed to succeeding. What allowed him to see results quickly was he was used to do the right things but he was doing them quite fast where he was implementing nonstop. That is a mindset and it’s a belief that all of us can benefit from because the more that we get out, the more that we can learn what’s working and what isn’t working. We can make adjustments. We can get back out there. It’s not always the smartest person that wins. Oftentimes, you look at someone and go, “How are they successful? I don’t think they’re that smart or they don’t have the accomplishments this other person has. How is it possible?” It’s that they’re taking more action in the right direction. That is an important lesson that many people could benefit from.
Another client by the name of JT started to see much greater growth. This is a person who came out of working in leading some large organizations then set up a branch office for one of the big consulting houses. An experienced person, someone you look at and have an amazing track record. They approached us when they were already running their new consulting business for a little period of time. What allowed them to grow rapidly is by analyzing where the greatest bang for the buck is coming from. It’s back to this analysis of, “Where should I spend my time?” Regardless of what stage you’re at in your business, it’s a little bit harder to do this when you’re getting started because you need that first win or two. Once you get past the first couple of clients, becoming clear on saying no to the wrong types of business so you can free yourself up to have the time and the opportunity to say yes to the right business ends up paying such big dividends.
In many clients’ cases where they see tremendous success or breakthroughs is focusing on the right type of client and saying no to the wrong opportunities. What that does is allow them to then attract more and more of those right clients, which then creates more and more case studies, which then makes it easier to go and do more marketing. It’s the mistake that I see a lot of people make where they say, “I’m going to work with any type of client that comes my way. I’m going to go after all of them.” What happens is they create a bit of a generalist type of business. When someone says, “What do you do? Who do you work with?” it’s like, “All these different people.” “Do you have some cases that you can show me?” “Sure. Which one do you want? They’re all from different industries.”One of the ways to earn more is simply by having a better pricing strategy. - Michael Zipursky Click To Tweet
Whereas if you are a consultant working with manufacturing companies, instead of having a case study from one manufacturing company and one restaurant and one theater and one financial house, if you have ten case studies all from manufacturing companies, that’s going to aid your marketing and in increasing response and helping to create more conversations and more opportunities for people to buy from you. There’s significantly higher interest, faster sales cycles and all the other benefits that come with it. That has been another one that we’ve been able to help people to hone in on. That can be quite challenging especially when you bring a lot of experience to the table. When you’ve been working in the corporate world for many years and you’ve been running your business for X number of years or whatever it might be, there are a lot of different things you could be doing. Just because you can do something doesn’t mean that it’s something that you should do. Getting clarity around that is important for everyone in business.
If people want to go deeper with you, how can they get in touch with you? Where can they go to learn more about your resources and that entire thing?
ConsultingSuccess.com is the home for everything. There are plenty of free resources there for people. If you want to get a 50-plus page guide on running a profitable consulting business that creates a lot of freedom and opportunity for you, go to ConsultingSuccess.com/blueprint. You can get a 50-plus page guide with a whole bunch of resources attached to it that will give you some of the best contents around growing a successful consulting business.
You’re healthy. You’re incredibly fit. Michael has an exercise routine and integrating that. He’s at the gym most days by 6:00 AM.
6:05, 6:10 depending but somewhere around that.
If your family were to take us behind the scenes, what do you think would be a sentence or two that your family would use to describe you as an expert doing what you’re doing?
What I would hope is far more important than businesses is presence. One decision that I made when my wife and I got married and even when we were dating was the idea and the importance of being present. I’ve gotten better at that. In the early days, before I was a father, I was spending more time working more hours. I remember 10:00 PM or 11:00 PM I’d still be working. The importance of relationships and being a present father and a present husband, as that started to take hold of me or I started to see that better, I have changed my schedule. I’ve restructured how I operate so that I can ensure that we’re able to serve our clients and help them to get great results and work with everyone in our company and business. That goes without saying, but for me what’s important is being able to spend a lot of time with loved ones, with my family. In 2018, we spent five months traveling the world together as a family and still running a successful business. What I’ve been working on is trying to make sure that even though growing a business is important for me, that it doesn’t take away. In fact, it only adds to the experience that I can provide for my family.
If you were going to turn to your wife and thank her for the support and how she showed up to allow you to be this encourager, this coach, this advisor to consultants and help lift success and create more impact in the world, what would you tell her?Client don't actually care about how much time it takes them; they care about the result. - Michael Zipursky Click To Tweet
I would thank her for her support. Her support isn’t always vocal support. My wife is from Japan, culturally it’s not always the most outgoing or you don’t always say everything that you’re thinking. She’s been there and we’ve been together for nineteen years. She’s been supportive of everything that I’ve been doing. She’s also provided wise counsel. If I go back nineteen years ago when I was getting a lot of things started and we were early on dating and so forth and seeing the progression, she’s given me wise advice to be more focused. I remember there was a time where I was running three businesses at one time and she’s like, “What are you doing? Why are you doing all of these things?” I was like, “I’m just running businesses. What’s the problem?” She’s like, “Why do you need to do all of these?” I was like, “I don’t know.”
I didn’t get it right away but as I thought more, I was like, “That’s an interesting question. Why did I need to do all three businesses at once? What if we sold one of these companies and then got more focus on this other two?” which is in fact what we did not too long after that. A few years down the road from that, I had two companies, “What if we sold one of these other companies?” She’s played a big role both in supporting and also in providing a lot of wise counsel and advice, even though she doesn’t necessarily know that she’s providing it. I often try and thank her for it and so forth, but there are little comments that she makes from time to time that are helpful. Having someone who is supportive of you, regardless of who that is, is important. I can’t imagine doing what I’m doing right now in the way that I’m doing it if I didn’t have a supportive wife.
Thanks for taking us behind the scenes a little bit with your family. What has your daughter taught you about life?
She teaches me new things every day. She teaches me patience, which is still something that I probably need to work on or I’m sure that I need to work on. I’m not always the best in that department. She teaches me the importance of appreciating what we have right now. She is not planning her future. She’s living in the moment. She’s asking questions about what’s going on. She’s taking time to question something, as opposed to most of us that walk down the street with our heads stuck in our phones, almost getting hit by cars or tripping over curbs. We’re not present. Many of us are going through our day-to-day without enjoying or taking the time to think about how lucky we are to have what we have. In my case, the more that I spend time appreciating that, it not only makes me a happier person. I’m not a doctor or a scientist, but from some research that I’ve done and books that I’ve read, even those thoughts of appreciating things more releases chemicals in our brains that does make us happier.
I’ve found that as I’ve appreciated more of those things and taken some time to enjoy what I have at the moment. When I made my coffee earlier, it’s like, “I’m making my coffee. I’m enjoying the moment. This is a nice coffee. It’s a great day and I’ll talk to Dan shortly.” Little things like that, not rushing through but trying to appreciate the moments we have not only makes me happier, but it makes me more successful as a father, as a spouse and also in business. I’ve seen people who try and run businesses when they’re not happy or when they don’t have support from a loved one and it’s hard. Anyone that’s gone through a situation where they’ve come into something personal that’s tough, you know how hard it is to run a business. When you have support on your side and when you feel happy and you’re outgoing, you can take on the world. You can accomplish a lot more. That’s how I see those two going together.
The home life spills over into business life eventually. It may not happen overnight, but it definitely influences in many different ways. What were you known for in high school?
Sports. My whole life from elementary school until about grade ten or finishing grade ten was all sports. I played baseball, I played soccer and in high school, I did rugby competitively. I got heavy. I did a little bit of basketball but for me both rugby and then track and field. Track and field is one where I spent several years winning competitions top in the city, then in our province, which is state in the US. The one person who I could never beat placed bronze medal for Canada in shot put. He was a giant of a man. That was my whole thing. What happened is I went to Thailand when I was in grade ten and this whole world opened up to me. I had culture shock in a positive way. I had spent time living in the Middle East. Coming back to North America was also a bit of a culture shock, but I’ve always appreciated cultures, traditions and different religions and people from the world, languages and all that.
When I went to Southeast Asia, something clicked and I came back from there going like, “This is interesting. I don’t know if I want to spend six days a week training to get a scholarship to a US university for track and field. Maybe there are some other things.” I started to explore photography, poetry and reading. I’d never read a full book until grade ten or going into grade eleven. I figured my way out or anyone that knows about Coles Notes. I used those to try and get through. I was not big on education until grade eleven, which I figured out I do need to spend a little bit more of time focusing on studies and not just sports.
If something here that Michael has been sharing with you that sparks your interest, which I’d be hard-pressed to think that it hadn’t, I want to encourage you to go to ConsultingSuccess.com. Check out all the incredible resources. If you’re looking for a way to build and grow a successful consulting practice, get the guide at ConsultingSuccess.com/blueprint as well. Michael, what would be one to three action steps that you would hope our audience would take from our time together?
Number one, I would say look at who you’re serving and challenge yourself to see if you can focus even more on the ideal client and where you’re spending your time and energy. Number two, I would encourage you to get out of the building more. What I mean by that is not necessarily physically, although I’m big on physical activity. Pick up the phone and call your ideal clients, call existing clients or past clients more or go to networking events. Be more proactive in getting out and making yourself present. Get on the radar of those who you want to serve because the more that you do that and the more that you engage in conversations, the more business or the more opportunities you’ll have to generate business.
Number three is to look at your pricing model and challenge yourself can you increase your fees? Even if you’re selling a product, what would that look like? What would it take? If there’s value there, then challenge yourself to do that. What I’ve observed is that in almost all cases, especially if you’re a consultant or in the professional services business, you can charge more than what you’re charging right now. All that you need to do to do that is increase your fees. It’s about your mindset more than it is about anything else as long as you’re delivering value. If you’re not delivering value, then you need to figure out ways to create more value in order to charge more. From what I’ve experienced with many consultants that I’ve worked with over the years, the value is often already there. It’s just not being communicated properly. If you communicate that better, you can give yourself a quick raise or some growth there in your revenue and profit.
Finally, my bonus one, the thing that’s important is this is the one life we all have. You want to play big, but don’t try and play big on the business side that you forget about the personal side. A balance between those two is important. You’ll never hear about and I’ve certainly never heard about someone lying on their death bed saying, “I wish I would’ve worked more and I wish I would have made more money.” It doesn’t happen. You don’t hear that. What you hear is, “I wish I would have spent more time with my spouse or my children or doing this one thing that I wanted to challenge myself in doing, but I never did it because someone said I shouldn’t do it or it’s not the right thing to do.” Live full out. Appreciate those around you. Appreciate the moment that you have. If we all do, we’ll be in a better place.
Michael, thank you so much for being with us.
Dan, it’s a real pleasure. Thanks for having me on.
I want to encourage you to take action with what Michael has been sharing with you. If you never want to miss an episode, you can go to GrowthToFreedom.com/subscribe. Check out his resources. You could do that at ConsultingSuccess.com or ConsultingSuccess.com/blueprint. Seize the day, make it a great week. We’ll see you next time on the show.
Resources mentioned in this episode:
- The Elite Consulting Mind
About Michael Zipursky
Michael Zipursky is the CEO of Consulting Success and Coach to Elite Consultants. He has advised organizations like Financial Times, Dow Jones, RBC, Omron, Sumitomo and helped Panasonic launch new products into global markets, but more importantly, he’s helped over 300 consultants from around the world in over 50 industries add six and seven figures to their annual revenues and over 33,000 consultants read his weekly consulting newsletter. Michael is also the author of the Amazon Best Seller “The Elite Consulting Mind”.