| It was more than a decade ago, and I was visiting a | | | | money grew tight, and there seemed to be no end |
| franchisee of a well known, publicly traded executive | | | | in sight to the economic woes. |
| search company. | | | | And of course, that same recruiting firm became a |
| Through an odd confluence of factors, I was pitching | | | | hollowed out shell, firing people in droves, singing the |
| the president of the Los Angeles branch, who asked | | | | blues. |
| me, more or less, "Why are we having this meeting?" | | | | Sound familiar? |
| That's never an auspicious start to a consulting | | | | If not, it could very, very soon. According to some |
| relationship; that much I can tell you. When prospects | | | | economists, we entered a recession in December, |
| don't feel a burning need, we don't need to go much | | | | 2007, and things are going to look gloomier before |
| farther. | | | | they brighten. |
| The conversation got even worse after I replied, "To | | | | And that's precisely why it is the best of times to be |
| make you some money." | | | | a corporate consultant or coach. When the going |
| "Why, we're taking WHEELBARROWS of money to | | | | gets tough, and it will, large and small companies, alike |
| the bank, so why would we need your help?" | | | | suddenly get uncharacteristically humble and open to |
| That's the sort of arrogance that good times | | | | outside ideas. |
| bring...and it's nearly impossible to buck. | | | | As consultants and coaches, we can't ask for more. |
| Soon after that, we entered a deep recession. Real | | | | So, get ready to prosper this year and very possibly |
| estate prices dropped 20% in many upscale towns, | | | | next year, as well. |