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Please, whatever you do, do not be swayed from your dreams by the naysayers who tell you that what you are proposing cannot be done. If I had listened to all of the naysayers throughout my life, I would probably be living in a cardboard box under an overpass in Bugtussle, New Hampshire. But luckily for me, I was too dumb at the time to know that my ideas would not work. As far as I am concerned, one of the very worst things that any person can do is to make financial and business decisions based solely on the advice of ignorant people who have never accomplished anything worthwhile in their entire adult lives! Yet, that is exactly what happens thousands of times a day all across America. Bright, ambitious people full of pep and vinegar listen to overly skeptical cynics, who repeatedly tell them that it cannot be done, and then they, too, believe that it cannot be done and end up doing nothing. So please do yourself a huge favor and stop listening to the world-class skeptics in your life, who are most likely immediate family members such as good old mom and dad, along with Brother Bob, Sister Sue, and Uncle Elmo, and close, personal friends. And I am not telling you to disown the naysayers in your life; I am just asking you to stop listening to them!

A few patients may deliberately affect loss of memory and impaired intellectual function, usually in response to a major life crisis. Anxiety commonly interferes with the ability to take in new information. In the main, however, pseudodementia refers to the impaired thinking that occurs in some patients with depression. Severely depressed patients may be mentally and physically retarded to a major degree. There may be long intervals between question and answer when interviewing such patients. The patient s feelings of unworthiness and lack of con dence may be such that he is quite uncertain whether his thoughts and answers are accurate or of any value. Patients like this often state quite categorically that they cannot think or remember properly, and defer to their spouse when asked questions. Their overall functional performance, at work or in the house, may become grossly impaired because of mental slowness, indecisiveness, lack of enthusiasm and impaired energy.

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viously served as, say, a vice president of sales, a COO, or a CEO in your industry Is the team you are considering hiring full of junior-level consultants Many clients are asking for and getting smaller, leaner, more senior teams This is especially true of the smaller boutique consultants Have you interviewed the entire team you are considering hiring, not just its top one or two members Consultants increasingly expect this from potential clients, and, with the move toward fewer, but better in teams, it is increasingly realistic to do so Request sample contracts Consultants fighting for your dollar in a buyer s market are increasingly willing to provide sample contracts from previous real-world projects (with names and other confidential information removed, of course) Such sample contracts will provide a very good picture of the consultant s structure Consider a structure that ties payment to results.

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As noted above, it is increasingly common for consultants to shoulder more of the risks of a project The question to consider here is what is meant by results, and how they will be measured There are basically two alternative forms of outcome-based pricing : Success-based fee structure This involves contractually established milestones or benchmarks Often, this involves negotiating contingency fees into the contract For example, 15% of overall fees could be made contingent on a project reaching certain milestones, and another 15% on realization of anticipated benefits See number 9, following, for more on ensuring that such expected benefits of the project have in fact been realized Financially measurable results Favored, naturally, by many CFOs, the question in utilizing this approach is, still, how to measure results Options include profits, cash flow, economic value added (EVA), or another specific operating variable.

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probability that the patent owner will seek to enforce the patent, in turn, is composed of two elements: (1) the willingness of the owner to undertake enforcement and (2) the ability to do so Many companies that are aware of acts of infringement of their patents are unwilling to enforce those patents for a variety of reasons Some firms have a litigation-averse or risk-averse corporate culture In some instances, internal corporate politics (whose department budget is going to pay for litigation ), management complacency, fear of upsetting an existing supplier or customer relationship, or fear of being accused of monopolistic behavior produce inaction, if not to say passivity National culture plays a role in this too Europeans are much less likely than Americans to become engaged in patent litigation, while patent litigation is almost unheard of in Japan (and Japan is one of the largest patent filers in the world!).

A survey by Lexington, Massachusetts-based Celerant Consulting Americas reveals that CFOs are generally not as satisfied as CEOs with their firms recent consulting projects The survey of 200 executives found that while 45% of CEOs and board members believed past consulting projects were successful, just 36% of CFOs did Although 15% of Celerant s survey respondents now use some form of nonfinancial success-based fee structure, 23% of CEOs favor this approach while only 8% of CFOs do Explore payment options Dwight Gertz, former president of Celerant and a former Bain & Co consultant, noted that CFOs know how consulting firms make their money, so they re able to squeeze margins by requiring certain payment policies or methods or transaction issues Hire a third-party auditor to verify results.

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