Let’s face it, consultants have a bad image. Businesses want experienced people who get their hands dirty, rather than experts who give presentations, make recommendations, and disappear. Even consultants don’t like their job, since they don’t often get to see results, and too much of their time is spent looking for the next gig.

The Internet has changed the world. If you need to know how to do something, just look it up online. You will probably find more current alternatives and more recommendations on any given subject than any consultant could muster. For example, there are a dozen blogs like this one for every area of expertise.

But certainly the Internet doesn’t do the job for you. My message today is to avoid the consultant stigma by signing up to do the job, not just talk about it. Then lead by example. There are a myriad of ways to make this happen in the world of startups. Here are a few:

• Take the end-role directly. An approach I suggest these days is for freelancers to contract for the actual role, probably part-time, of startup CFO, VP of Sales, or President. In this mode they take on the “doing” role directly, rather than any “consulting” role.

• Specialist versus consultant. Small groups of consultants have now become groups of specialists – CFO Services, Marketing Services, or Management Services. Specialists are consultants who do the work, rather than just make recommendations.

• Charge by task or fixed-rate. Another mistake many consultants make is to charge by the hour, and customers lose track and lose confidence as things change. A fixed rate will make sure there is no surprise at the end, and you will stand out in the crowd.

• Report within the organizational structure. In the past, consultants were taught to report only to the top executive, and to assume leadership rights in the organization. Today’s specialists have to earn their leadership, and prove their contribution to the department executive.

• Dress to fit in. Gone are the days when you can make a great impression by over-dressing. Dress to fit into the company culture, no more, no less. Share the everyday life of the startup team you are working with.

• Produce results. “Results” these days are not Powerpoint slides, or theories and recommendations. If you are the CFO, showing results means you set up the accounting system, and generate the first P&Ls. Speak to people, rather than write a document every time you want a change.

• Have “customers”, not “clients.” This is a minor semantic point, but an important one to the customer. A “client” implies that the consultant is in charge, while “customer” suggests that the service provider is beholden. All aspects of customer service apply.

• Be exceptionally easy to find. When your customer phones or emails you, his timer starts, so it behooves you to return his call or email quickly. Scheduling of a meeting at the end of the next week definitely tags you as a consultant juggling many clients.

So for all you consultants, maybe it’s time to consider changing your mode of operation as well as your title. If you have real experience in key business roles, or you are an expert in any one, then you have a good set of modern credentials. Use your credentials to figure out how to join a startup team.

Don’t be an outsider in attitude, recommendations, clothes, or rules of engagement. Every startup I know is looking for more team members, but none are looking for more consultants. If you find the right team, and do the right work, you won’t even need to look for a next gig.

Startups are usually so focused on selling more of their branded product or service to their own customer base (organic growth) that they don’t consider the more indirect methods (non-organic growth) of increasing revenue and market share. Non-organic growth would include OEM relationships, finding strategic partners, “coopetition,” as well as acquisitions.

This initial focus is usually driven by limited financial and people resources, as well as the bandwidth of the executive team. Yet a creative and skilled team will often find that non-organic growth techniques can better leverage these limited resources.

An example of a startup which used non-organic growth early and effectively was Microsoft. Bill Gates started producing software solutions, like his Basic Interpreter and MS DOS, but quickly focused on adding thousands of small partners for applications, and major partners like IBM and other hardware manufacturers. Even mergers and acquisitions (M&A) came early.

Some people feel that organic growth is “better” because it requires real innovation and sustained effort to create long-term competitive advantage through differentiation and efficiency. They might agree that it cannot compensate for the speed and scale of growth of the non-organic approach, but has lower risks of failure.

Despite the risks, there are many advantages of non-organic growth, even in startup environments:

• New product or service lines. Organic growth assumes innovation in the product or service, but non-organic growth through white labeling and strategic partners may add totally new brands and services to your revenue stream.

• Fresh customer base. Teaming with another company, or buying another company, can add new geographical locations and new customer segments to the business. These relationships need not require cash investments; often they are done with exchanges of equity or assets.

• Economies of scale. In many cases business opportunities with competitors (coopetition) will open up a new marketing channel, and definitely give you the cost advantages of scale. Economies of scale also apply to marketing, distribution, and sales.

• New management skills. New business relationships mean new perspectives and new executives working on the opportunity. This can be a significant competitive advantage over major competitors, and overall reduces competition in the market place.

I’m certainly not proposing that one mode should be used to the exclusion of the other. Rather, I recommend that you pursue both concurrently, per the advantages of each. For example, if you are in an industry which is fragmented or has a slowing growth rate, with too many competitors, non-organic growth may be required for survival.

Use organic growth options for things which you do best, where there is plenty of room for growth by selling your products in new geographic areas, or using new sales channels, such as through a wholesaler or website. Organic growth is typically safer because you’re using a tried-and-tested business model, and you can reinvest profits back into the business.

Certainly non-organic growth has its pitfalls. Entrepreneurs, while partnering with or acquiring a new business, must check for compatibility and strategic fit. Yet startups looking for investors need to evaluate all the growth alternatives from the very beginning. “No growth” or even slow-growth companies waiting for an angel may have a long wait.

A good entrepreneur is not necessarily a good salesman. In fact, they are often the opposite, more focused on building things rather than selling them. Yet, in today’s world of information overload and global reach, marketing and selling skills are critical to the success of every startup.

The old axiom “If we build it, they will come” has long been relegated to the field of dreams, since at least 1989, with Kevin Costner’s movie by the same name. In my own effort to keep up with the times, I just finished a new book by Landy Chase, titled “Competitive Selling: Out-Plan, Out-Think, Out-Sell to Win Every Time.”

Landy does a good job of outlining the key selling methods that separate great salesmen from the rest of us. In my view, every entrepreneur has to be a great salesman to succeed (among the many other required skills), so you should take a hard look at these points:

• Sell value versus price. This concept applies equally well to convincing investors to fund you, employees to join you, or customers to buy from you. Show them you are the highest value alternative, not the lowest price. Show them a return on investment (ROI) in their own terms.

• Establish the competitive playing field early. Do your “due diligence” through good homework before someone else sets the parameters. For investors, find out what they like, what they need, and what they have done, before the first meeting. Then sell to these points. Do the same to get the best employees, and win key customers.

• Become a “notoriously detailed information gatherer” (D.I.G.). Listen before you talk. Do a real client needs analysis before you start pitching your company value, employee role, and customer product. Lead from private interests that your competitors never ask for, and therefore overlook.

• Identify the inner circle and key influencers. Investors are heavily influenced by other respected investors. New employees may know someone in your company or family. Customers have an executive approval chain. Find and get face-time with these, and the right decision will happen. Politics really do matter.

• Selling around tough competition. Real success in this area comes from a combination of strategy, patience, and persistence. Always refrain, even if invited, from making negative comments about your competition. Maintain your professionalism, emphasize value, and match your advantages to investor and customer interests.

• Gaining the upper hand. Learning to negotiate properly is the key to every competitive sale. First you need to present the most effective offer, even alternatives, to support your position (based on the due diligence above), then take the initiative on making an offer. Decide ahead of time what is acceptable and when you will walk away.

• Learn the art of closing. You can’t close unless you ask for the order. Outline the terms clearly and identify the next step. Ask for and address any final concerns. All documents are post-decision, and follow the “thank you” or handshake. The concept is the same for getting an investment, a highly desired employee, or a customer.

I’m not suggesting that a startup founder has to do all the selling, and doesn’t need to find or hire people whose focus is marketing and sales. In a startup, everyone has to sell – you can’t afford to rely on specialists for everything.

As Landy says, it’s a jungle out there, certainly with startups. The goal in today’s world is to make every opportunity an unfair fight – in your favor. You have to take control of your environment. Be assured, your competitors are out there to do the same thing.

If you are one of the many people who lost your job during these tough economic times, you should be working on starting your own business, in parallel with looking for that ideal replacement job. Let me explain why this is a win-win deal, no matter what the outcome.

You have probably secretly always wanted to run your own show, but with a full-time job, never had the time to consider a startup. Then there was always the risk of failure, which of course doesn’t apply now since your real job is gone. Also, for most of us, not having done it before, we have no idea where or how to start.

Here are my recommendations on how and why initiating a startup while looking for a job is the right thing to do:

1. No gap in your resume. Instead of an embarrassing gap in your resume for your period out of work, you have an entry for your startup business, showing initiative, leadership, and breadth of experience.
2. Fun learning experience. It’s more fun tackling the challenges of a startup in between job search activities, than sitting around feeling sorry for yourself and waiting for status callbacks on interviews (which seem to have gone out of style).
3. Find a partner. Unless you are a true loner, you need someone like-minded but complementary in skills to help you with the startup plans. It’s always good to have someone to test your ideas, keep your spirits up, and hone your business skills. Now you have a reason for talking to people who may become lifelong friends.
4. Incorporate an LLC. First, pick a name for your company and do the paperwork on starting a Limited Liability Corporation (LLC). Almost anyone can handle this without professional help, and the cost is less than $100 in many states. It shows everyone you are serious, and limits your liability on any mistakes.
5. Develop low-cost plan. Pick a startup business that you can do for minimal cost, like a services business with the skills you have. With simple software available today, pick a domain name and implement your own website. Use social networking and blogging to get your message out. You don’t need an investor for this approach.
6. Get business cards made. Nothing says you are serious about a business like handing out professional business cards at local events and Chamber of Commerce meetings. Do them on your home computer for a few dollars. Offer to help a couple of customers free, just to get your act together and your presence known.
7. Highlight your startup efforts in job interviews. Work your startup efforts into every job interview and application. It will definitely show off your energy and vision, and will make you a more competitive candidate for any role.
8. Make the decision – job or business. Obviously, at some point you will need to decide whether your startup business is better than the job opportunities. That’s good because it’s always nice to have an alternative, rather than feeling that you just have to take the first dead-end job offered.

There are other startup related points I could make here, like joining an existing startup as a “volunteer” for a time, just to learn more about what is required. Also, in most geographies, there are organizations springing up, and university workshops, to mentor people out of work and contemplating a startup. Get some help from them if you need it.

Just remember that problems are really just opportunities in disguise. Don’t miss out on what may be the best opportunity you will have in your lifetime for a new career. Start up now.

Getting things done effectively in a startup requires total individual and team accountability. You can’t afford excuses and multiple people doing the same job. In my view, “taking responsibility” is the core element behind accountability. Many people hear responsibility as an obligation, but I hear it as “the ability to respond.”

Unfortunately many people don’t have the ability to respond, because they lack confidence in themselves, or simply don’t have the skills required. Therefore an entrepreneur’s first requirement is to hire or team only with people who are accountable (already have the confidence and skills you need) – training them on the job is prohibitively expensive when you have minimal income.

Even with the best people, accountability must be nurtured, since it can be killed more quickly than it can be grown. Here are some characteristics of business leaders who foster accountability, and keep it growing:

1. You need to walk the talk. Above all else, you as the founder or executive have to be a role model of accountability. You need to exemplify the “buck stops here,” and never play the blame game. Reward accountability consistently and often.
2. Communicate continuously. You need to make sure that your team members understand your expectations, and you need to proactively listen and understand the expectations of all stakeholders. Frequent and consistent communications, both verbal and in written processes, are required. Take away the “I didn’t understand” excuse.
3. Measure objectively. Goals and objectives must be unchanging and measurable, based on results, with benchmarks for comparisons. Accountability assessments must be based on facts, not distorted by opinions, politics, and desire for power. Frequently changing expectations does not lead to accountability.
4. Give control before expecting accountability. A sense of responsibility and accountability requires a sense of control. If several levels of approvals are needed for a specific decision, no one will feel accountable, and no one can be held accountable. Real delegation is required.
5. Align functional groups with business goals. If key inputs are not under the control of the proper group, then they will cede accountability as well. If your sales group is measured on profitability, but is required to process leads from outside sources paid by volume, you have a conflict where everyone loses.
6. Manage up the line and support your team. You need to be the sponsor and the advocate for every member of your team. Team members who take risks through accountability need to see your overt support up the line, with no blame and no scapegoats.
7. Provide timely feedback on performance. High performance teams need immediate and useful information on how to improve, as well as regular full performance reviews, individually and as a group. Help people, including yourself, look in the mirror and see reality.
8. Conduct humiliation-free problem analyses. Getting to the source and fixing problems should never be a “name and shame” game. Leaders need to provide safe havens where difficult issues can be discussed without assigning blame. The goal should always be to solve problems, not hurl accusations.
9. Provide tools to support accountability. No tools and no data lead to total subjectivity and biased interpretations. Absolute dependence on tools leads to abdication of personal responsibility. Provide adequate tools, but trust the people.
10. Differentiate accountability from entitlement. Accountability is hard, so no one is entitled to be right every time. Don’t punish people for making a mistake, but make it clear the mistakes have consequences, sometimes painful ones, that we all have to live with. Higher responsibility means more work and more skills needed.

Many executives subscribe to the misguided notion that you can hold people accountable. This is usually a ploy to control others and hand off responsibility, without being accountable yourself. People need to make themselves accountable, and accept the consequences of their actions. Remember that you are the model, and what goes around, comes around

A little known, but valuable resource, every startup should investigate is a formal or informal connection to your local university. These resources are definitely are not limited to students, since every university wants and needs the real world exposure and experience of entrepreneurs who already have credibility in the marketplace.

Here is a short list of the areas where you should be able to find help, whether you are a student or an independent entrepreneur:

1. Finding an idea. Universities are brimming with new ideas from their students, their professors, and their own research, but need entrepreneurs from the real world to decide which ones are viable in the marketplace. Start by contacting a professor in your area of interest or expertise.
2. Research and development. Take advantage of the labs, equipment, and skilled students available and looking for real world problems to research. They are likely to be able to get grants to fund development for you in strategic focus areas, like alternative energy sources, that would otherwise cost you many thousands of dollars.<
3. Business plan creation. Every university has educational courses and can provide assistance on creating your initial plan. Look for evening courses, or special programs for entrepreneurs, like the ASU Technopolis program mentioned below, available to non-students.
4. Funding. Don’t look here for venture capital levels of funding, but certainly early-stage government grants, incubators, and entrepreneurship incentives are available from endowments and state funds. Collaborative efforts with companies, like Siemens Venture Capital, are available for certain technology and focus areas.
5. Legal advice. Most universities have some sort of an entrepreneurship legal clinic, to address concerns like protection of intellectual property. These may be available online, and are usually staffed by outside lawyers working on a ‘pro bono’ basis with the school. Start by contacting the school entrepreneurship support organization.
6. Finding a team. If you need part-time engineers to build a prototype, you can always find high-caliber grad students with the latest theory ready to work. If you need experienced executives, the best professors and entrepreneurship staff will have the contacts you need into the local talent pool.
7. Mentoring. Similar to finding experienced executives, you can use university contacts who do consulting in the real world. Most schools also foster relationships with local executives whom they use to lecture in MBA courses, judge student business plans, and assign as mentors for spinoffs (I have done all of these).

For example, I live in the Phoenix area, home of Arizona State University. They have several “outreach” programs to help startups, including their Technopolis program to train you for a nominal fee on how to write business plans, provide executive mentors for six months, and provide office space at Skysong during your gestation period.

Other engineering departments at ASU often provide grad students to build prototypes, and even venture funding for certain projects. I have several contacts I use at ASU, I encourage you to build a similar set. Let me know if you need a connection there, and don’t hesitate to search for comparable resources in your own academic geography.

The Thunderbird School of Global Management, also here in Phoenix, has a top-ranked International MBA program, an entrepreneurial incubator program, and facilitates institutional and Angel investments in qualifying startups. I’m involved with their community outreach program as well.

I’m not an alumnus from either of these schools, but I’ve learned a lot about startups from both of them. I’m betting that you can do the same.

I hear many executives and professionals in large corporations talking about their dream of jumping ship, and becoming an entrepreneur. What they don’t realize is that the longer they wait, the more big-company habits they are acquiring, which will make their eventual decision harder and entrepreneurial efforts less and less likely to succeed.

Certainly, the longer they wait, the greater the variety of excuses they will find for why now is not the time. Common examples include, I need to work on my resume, broaden my experience, enhance my skills, save my income, and maintain a stable family life until my children are gone. Most will then NEVER make the step, and remain unsatisfied through much of their career.

The reasons for waiting have merit, but they need to be balanced against the non-entrepreneurial habits that every professional picks up in a large corporation. These include:

• Managers delegate real work. Executives in an enterprise usually don’t write their own memos, contracts, and certainly don’t schedule their own meetings. It’s easy to grow accustomed to having your staff do the “real work” (my assistant will work with your team to organize the event). In a startup, that luxury isn’t possible, so the work suffers.

• Executives have perks. By the time many big-company executives are ready to go out on their own as an entrepreneur, they have forgotten what it’s like to fly in coach class, buy their own health insurance, or having to deal with running out of money. The result is a startup with an exorbitant burn rate, and a very unhappy entrepreneur.

• Manage a team rather than work with a team. There is a difference. In a startup you have to be an integral contributor to your small team, taking your share of the workload, and leading by example. That’s a whole different mindset and skill set from your experience and training in an enterprise.

• Highly specialized focus. In a big company, you get used to having an IT team around configure your computer, a personnel specialist for hiring and firing, and a marketing team for strategy. You forget or even disdain any ability to be that jack-of-all-trades a new startup requires.

• Training courses are available. Before stepping into a new role, you count on the company providing you with in-house or contracted training courses for the basics, like project management or people management. In a startup, these don’t exist, and you have forgotten about how to self-learn, and there are no in-house experts to lean on.

• Count on getting paid for your efforts. Big-company professionals get in the habit of expecting near-term remuneration for today’s work. The average startup founder takes no salary for the first couple of years, with a high risk of never getting any return. After too many years, that’s an unfathomable step down for most people.

So when is the best time to make the leap from a big corporation to a startup? My scan of the literature and talking to investors would indicate a few years of experience in a large organization (zero to 5 years) is a good thing, while 20 or more years before founding your own venture will stack the cards against you.

Unless you are really young at heart, if you haven’t made the leap by the time you are in your early 40s, those habits you have picked up with your experience in a big company will be evident to your team and to investors. Not to mention the fact that if you are accustomed to a big-company culture and lifestyle, you will likely not be happy or satisfied with the startup lifestyle.

So if you really want to be an entrepreneur, there is no time like the present. Old habits die hard, so the longer you wait, the harder it will be to make the jump, and your odds of success go down. Going the other way is a lot easier.

Once you are able to achieve some real “traction” with your business (paying customers, revenue stream), it may seem the time to relax a bit, but in fact this is the point where many founders start to flounder. All the skills and instincts you needed to get to this level can actually start working against you, and you fail to scale.

Investors often say that successfully navigating the early stages of a startup requires lots of street smarts, guts, and luck. For successful scaling of the business, there has to be a transition to “executive” mode in the more traditional business sense. Certain behaviors between these two modes are incompatible, and can cause real problems.

Way back in 2002, John Hamm published some early work on this subject in “Why Entrepreneurs Don’t Scale.” From my experience, here is my interpretation of that work, identifying some strengths of an entrepreneur during early startup stages which can become problems for scaling:

• Perseverance. This is generally a required quality for a successful entrepreneur, but it can turn into an unhealthy stubbornness during the scaling stage. The key is to make decisions from data and feedback, once your business has real customers and real products. Trusting your gut at this stage isn’t good enough.

• Absolute control. During the early stages, you are the company, processes are not documented, you don’t have much help, so you need a fanatical attention to detail. To scale the business, you have to find people who can do the tasks, and delegate appropriately. Control freaks are doomed to failure.

• Individual loyalty. Most founders form very close relationships with the small team that gets the startup off the ground, and that is important. Scaling requires that you expand the team, probably with people you haven’t known. You also have to deal with the inevitable personnel challenges, even within the original team. Total loyalty can be toxic.

• Isolated and insulated. Working in isolation is fine during the creative phase of the startup, where the founder is often the designer and architect, as well as the builder. Now this same individual has to step into the spotlight, and meet with customers, analysts, and investors. Insulation from the real world will not work during scaling.

• Tactical versus strategic. Early stage startup founders have to think tactically. Even business school courses don’t teach you to operate strategically, deal with people objectively, and create loyalty within a diverse workforce. These are areas where past stumbles are the best teachers. Investors don’t want to fund your stumbles.

Every founder moving into the executive role has to step back and take a hard look at what works, and what doesn’t work. The best ones can do that, and they adapt. Investors and advisors see this as a critical part of their role, and often are the “bad guys” who ask the founder to step aside, while they bring in a “more experienced” CEO to take over the helm.

Unfortunately, some founders won’t adapt, and won’t step aside. Even if they are pushed out, they can cause terminal damage to the business by negative versions of their strengths, now seen as stubbornness, unwillingness to give up control, testing loyalty, and hiding from reality.

Thus my best recommendation, if you want to scale and to survive, is to open up and work closely with an “outsider” that you trust, such as a respected board member, a coach, a mentor, or an investor. The key is to expedite your learning, and take deliberate steps to confront your shortcomings. That way, you will become the leader your company needs, learn to stop floundering, and begin to fly.

If you want people to invest in your idea, then my best advice is first write a business plan, and keep it simple. Don’t confuse your business plan with a doctoral thesis or the back of a napkin. Keep the wording and formatting straightforward, and keep the plan short. For minimum content, see my article “Ten Tips to an Investment-Grade Business Plan.”

The overriding principle is that your business plan must be easy to read. This means writing at the level of an average newspaper story (about eighth-grade level). Understand that people will skim your plan, and even try to read it while talking on the phone or going through their e-mail.

But don’t confuse simple wording and formats with simple thinking. You’re keeping it simple so you can get your point across quickly and effectively to team members and investors. With that in mind, here are some specifics updated from an old article on simple plans by Tim Berry:

1. Keep the plan short. You can cover everything you need to convey in 20 pages of text. If necessary, create a separate white paper for other details and reports. The one-page Oprah plan is a good executive summary, but it’s not enough to get the investment.
2. Polish the overall look and feel. Aside from the wording, you also want the physical look of your text to be inviting. Stick to two fonts in a standard text editor, like Microsoft Word. The fonts you use should be common sans-serif fonts, such as Arial, Tahoma or Verdana, 10 to 12 points.
3. Don’t use long complicated sentences. Short sentences are the best, because they read faster, and reader comprehension is higher in all audiences.
4. Avoid buzzwords, jargon and acronyms. You may know that NIH means “not invented here” and KISS stands for “keep it simple, stupid,” but don’t assume anybody else does.
5. Simple straightforward language. Stick with the simpler words and phrases, like “use” instead of “utilize” and “then” instead of “at that point in time.”
6. Bullet points are good. They help organize and prioritize multiple elements of a concept or plan. But avoid cryptic bullet points. Flesh them out with brief explanations where explanations are needed. Unexplained bullet points usually result in questions.
7. Don’t overwhelm the plan with too many graphics and flashy colors. Pictures and diagrams can effectively illustrate a point, but too many come across as clutter.
8. Use page breaks to separate sections. Also to separate charts from text and to highlight tables. When in doubt, go to the next page. Nobody worries about having to turn to the next page.
9. Use white space liberally, spell-checker, and proofread. Include one-inch margins all around. Always use your spell-checker. Then proofread your text carefully to be sure you’re not using a properly spelled incorrect word.
10. Include table of contents. No investor likes searching every page for key data, like executive credentials, or exit strategy. Most word processors these days can automatically generate a table of contents from your section headings. Use it.

Investors hear from too many entrepreneurs that envision a great business opportunity, but don’t have any written business plan at all. They think they can talk their way to a deal. It won’t work. On the other end of this spectrum are entrepreneurs who present long product specifications with a few financials at the end. This is a failing strategy as well.

If you’re not the type who can connect with people based on a simple message, told succinctly, then hire someone who can. In fact, simplicity and readability is one of the most effective strategies for selling even the most complex proposal. A business plan that is easily understood looks professional is already half sold. Simple is not stupid.