Business eBook for the contractor, consultant, business entrepreneur, new graduate or remote worker entering the workforce who wants to know the inside scoop on what it's like contracting for Fortune 500 companies. Also talks about what it's like working with recruiters, managers, leadership, navigating internal politics, what to watch out for, protecting and positioning yourself, growing your career, how to fill employment gaps, retirement and tips for success. Author anecdotes from personal contracting experiences included for a birds-eye inside look.
- Big Boys and Girls Play Hardball
- What Consulting for Fortune 500 is Really Like
- Consultant, Contractor, Temp or Recyclable?
- Who Should Become a Consultant?
- The Upsides of Consulting and Why People Do It
- In Demand
- That’s Why They Pay Me the Big Bucks
- Reasons to Become a Consultant
- Paddle-less Creeks: Realities of Consulting and How CompaniesThink You Should Feel About Them
- You’re on a Need-to-Know Basis
- Your Access May be Restricted
- Training You is not a Priority
- You are Expected to Demonstrate Corporate Loyalty
- Internal vs. External Mentality
- Consultant Agents: Whose Team Are You On? (Part I) 1
- Consultant Agents: Not all Agents are Created Equal (Part II)
- Ethics in the Workplace: Benefit or Detriment?
- It‘s MY Idea: Protecting Your Ideas in the Workplace
- Prepare Before You Share
- Taking Your Ideas Public
- Protective Measures
- See What I Learned in Manager Training?
- Being Upstaged by Your Manager Can Hinder Your Own Advancement
- Appearances Can Be as Strong as the Truth
- Are They Really Here to Help?
- Intimidation and Manipulation, in the Workplace? 3
- ere Comes the Bus
- Project-Focused vs. Role-Based Employment
- Project vs. Person
- Where are we Going?
- Is Employee Turnover in the Budget?
- Get Me Out of Here Before the Next Layoff
- Bridging the Consulting Gaps
- Is There Life After Consultancy?
- Associations and Resources
- About the Author
After a couple weeks on a new project, a director and a manager called me into a private room and told me how happythey were about my joining the “team.” They proceeded to talk to me about some specific aspects of the project and “picked my brain.” I disclosed openly that I felt the entire project was inappropriately named, that it wouldn’t resonate out to the field and, since that was the end-target of communications, it was senseless to continue with such internally-focused nomenclature as fundamental plans were being developed. I was asked what I proposed instead and, upon voicing a recommendation, and explaining how the alternate name could better drive understanding of the ultimate project goal, I was given many reasons why it “wouldn’t work” or would ultimately “be rejected” by key decision-makers. Imagine my surprise when the same director, along with his superior and a team of senior-level executives, arranged a full departmental meeting, with the executives seated at a head table, and announced this new “direction” I’d proposed, to the entire team… while looking squarely at me, standing in the back row, in a sea of about 100 other faces.