Geoffrey M. Bellman lives in Seattle. He has consulted to organizations of all sizes, from the inside and the
outside. Bellman is the author of best-selling books Getting Things Done When You Are Not in Charge, Your Signature
Path, and The Beauty of the Beast.
Sample Chapter
We are on this earth for a purpose; our life task is to discover
what it is. As unique as our individual pursuit might
be, we are each just one of billions of people simultaneously
searching for purpose . . . and that is what turns the
world. And that's where consulting comes in. In large and
small ways, consultants help people discover their purpose--
at least that is what I think we do.
My own purpose has been to advise people working
in organizations. This is not just my job, not just my profession,
but my purpose, my calling. I was drawn to this
work as strongly as if a magnet were embedded in my
body, attracting me to organization forms and functions.
The source of my motivation is as mysterious and compelling
as that. Why has my fascination continued for so
many years? Why do I find myself attracted again and
again to work with these huge, maddening, miraculous
creatures called organizations? Yesterday I found myself
stuck to the side yet another one! It must be the magnet.
When I envision my life, I see myself working; I cannot
imagine doing nothing--at least not for long. Consulting
has meant self-employment and self-discovery; it has
fed my family and my soul. I expect to continue working
the rest of my life. For thirty years, I found most of my fulfillment
with corporate clients who paid me money; for the
last five years almost all my work has been with community
clients who pay me compliments. It's all work.
Work, though essential to life, is not life. As important
as work is to finding our individual meaning, it twists us
out of shape if we let it. This book sees work through a life
perspective. I wrote it to help us honor life purposes in our
every consulting move. Honoring our life purposes will
result in different actions than we would take if we were
to honor authority, money, power, tradition, or even friendship.
It opens us to alternatives that are unthinkable when
consulting is played primarily as a competitive sport. So
there it is. I have given away the secret. You have yet to
finish the Introduction, and you already know what the rest
of the book is about.
You are about to be marinated with and basted in my
perspective on consulting. That perspective will seep into
your own as you read. I hope you like the flavor and sop
it up! When you find that you really like the taste, pause to
note why: How does it fit with your preferences and possibilities?
And when it gets a little too sweet or sour, remind
yourself that this is just one consultant talking; there are
many other flavors available. Pay particular attention when
you find an idea distasteful--especially if you have an
emotional reaction to it like anger or disgust. Although
your reactions may simply be revealing where I am off
base, they could be clues to areas that you might want to
explore more deeply. My own experience shows that
when something or someone is distasteful to me, that thing
or person often stands for a part of myself with which I
have yet to come to terms.
I write to you as to a friend who cares about me and
my work, a friend who will accept both my bragging and
my complaining. This book is a lopsided conversation in
which I imagine your partnership. Granted, you are doing
most of the "listening," but I hope you will end up talking
with yourself, reflecting on what you learn. You will hear
about both my success and my failure in the work. Sometimes
we will soar to lofty heights, dreaming about the profound
cosmic changes that can be created in organizations.
At other times, we will burrow into the minutiae of consulting,
wondering what to wear today.
t of entrepreneurial spirit and unnerves others who do
not want to depend on such a fickle employer.The Calling
The Consultant's Calling is about responding to the voice
within, the voice that calls us to pursue meaning and purpose
in our lives. This book recognizes the possibility,
even the necessity, of achieving much of that meaning
through our work. Given that we spend many waking
hours working, it makes sense to put those hours in service
to a motive higher than money. Given that changes, struggles,
and growth are part of the human work experience,
why not benefit from that experience in personal as well
as profitable ways? Why not recognize our consulting work
as a path that leads toward meaning in our lives?
The dictionary tells me that a calling is "a vocation,
occupation, trade, or profession." I like that definition
because it is wide enough to include most people who
work. People can be called to be painters, doctors, farmers,
lawyers, preachers, teachers, truck drivers, or consultants.
Although the dictionary definition has breadth, it lacks
the depth I am trying to convey in the title of this book. I
think of my calling as work I love to do, work to which I
choose to devote myself. It is work that answers an internal
call to "personal greatness," to borrow words from
Peter Block. That is how I see my work as a consultant,
and that is how I write about it in this book.
You do not have to be called to this consulting work
to succeed in doing it. You can approach consulting as
the work you do to pay for the life you want to lead. You
can commit yourself to consulting as a role you play with
organizations, a role you leave behind when you go
home to your "real" life. Yes, you can do that, but it
seems such a waste when there is so much to gain by
allowing your work to be a primary path of contribution
and fulfillment.
Some of us have been called but haven't had time to
answer. We are so busy doing "it" that we have not paused
to figure out what "it" is all about. We put the caller on
hold; we will return the call... maybe tomorrow. Well,
tomorrow is here! This book can help you take the call, to
hear that inner voice that calls you to do your work in a
way that serves your life. Make the time to figure out what
you want, or be forever sentenced to doing what others
want. Everyone struggles with the issue of gaining some
semblance of control in his or her life. This issue looms
especially large for consultants because of their need for
clients. You can have what you want and serve your clients
too. That is my belief; that is my experience.
Bringing Who You Are to What You Do
Our circumstances have much to do with how we respond
in the moment. Circumstances, though influential, are not
controlling; we always have a choice, and we always
choose. That choice is between an external and internal
"me," the me I present to my clients and the me that I keep
inside myself. Too often, these two me's do not agree with
each other, and I do not act to bring them into agreement.
Instead, I put aside the internal me in favor of pleasing
others with the external me. This book is about how to
change that, how to create more congruence between who
you are inside and what you do outside.
I have learned much from other books on consulting,
yet I still needed to write a book of my own. I yearned to
read more about how consultants lived their lives, found
meaning in their work, struggled with their role. As useful
as it was to learn about how to start my own business,
market myself, contract with clients, and carry out the
work, I was looking for something else. I knew that consulting
success, narrowly defined and pursued, would not
necessarily bring what I wanted. To be successful in this
work I needed more than competence and clients and cash
flow; I needed to make the work integral to the life I
intended to live. I wanted to read about consulting from
that viewpoint, so I wrote about it.
Among other things, this book suggests that
You are as powerful as your clients.
You don't need to accept every client who comes your way.
You can pursue your personal growth through your work.
You can build lifelong friendships with clients.
You don't have to work three hundred days a year, or even two hundred, or maybe even one hundred to succeed.
Your presence and perspective are as important as your skills.
Each of these statements suggests that success is
defined within the boundaries of life, not in the marketplace.
This is not a pipe dream. Or if it is, I have been successfully
fooling myself and others since 1977. That is
when I became an external consultant and began learning
about, developing, and living by the guidance in this book.
Now, almost twenty-five years later, I am reaffirmed in the
basic beliefs on which this book builds. When I follow the
guidance of my own book, I am richly rewarded. When I
put it aside, I pay the consequences.
Readers of This Book
Experienced consultants occasionally need a "tune-up";
they know it is time once again to rethink what they are
doing. They know this consulting life suits them, and they
want to live it even better. Many of the most appreciative
readers of the first edition of The Consultant's Calling were
those old hands who knew that I knew what I was talking
about. They liked the reinforcement this book offered
them. Many thanked (or cursed) me for writing the book
they had always wanted to write. I believe they will like
this second edition, too.
Many readers will be new to this world of external consulting.
They have read other useful books about how to set
up their business, how to market themselves, and where to
find clients with money. This book lets them inside the mind
and heart of a more experienced consultant; it reveals what
it feels like to do this work. Earlier readers have been reassured
by my acknowledgment of my doubts, fears, mistakes,
and failures. They liked knowing that they are not alone,
that consultants who have been at this for years also struggle.
They will be reassured to know that my struggles with
consulting have not disappeared in the years since the first
edition was published; the struggles have just changed.
The book is also for all of those "undecideds," individuals
wondering whether this consulting life might work
for them. Because it holds up an unpolished and even
homely image of what this work looks like from the inside
out, the book will help them imagine what it could be like
if they were out on their own.
The book is also written for students, those readers
who were assigned it as part of their studies of organizations
and change. The first edition became a standard text
in graduate courses in business, organization change, and
consulting. It was particularly well received by nonresidential
master's programs for adults returning to university. My
talks with those students have informed this new edition.
Change agent is a bit of consulting jargon often
applied to people who are helping change come about in
organizations. I count among potential readers those who
specialize in systems analysis, information technology,
financial analysis, communications, public affairs, engineering,
educational technology, health care, labor relations,
marketing, public safety, the law, environmental
affairs, and public policy. You can see how wide I imagine
the audience to be. Many of these specialists will not define
themselves as change agents, but they are--and much of
this book can help them pursue their specialty even better.
Some of my most gratifying responses to the first edition
were from technical experts surprised at how well this
book dealt with their work and people dilemmas.
Goals for This Book
I want to alter your perspective, to help you see your work
in the world a bit differently. I am confident that you will
act on any new perspective you gain and value. I am
focused not on building your skills but on helping you see
where and when to use the skills you already have.
I want to open new meaning in your work and life. I
intend to stimulate your thoughts about how your work
relates to the rest of your life. I will encourage you to
become even clearer than you already are about your
underlying values and how they can be acted on through
your consulting work. I want you to consider making your
work pivotal in your life's purpose, to find work that is
truly a calling.
Acknowledgments
I want to bow in the direction of my clients, my friends,
my fellow consultants, and my family. They are reliably my
best teachers, and I am occasionally their good student.
They taught me what I know about doing this work, leading
this life. I want to thank my wife and editor, Sheila
Kelly; I appear to be a better writer than I am because of
her. I am grateful to Susan Williams and Bernadette Walter
at Jossey-Bass for their guidance.
GEOFF BELLMAN Seattle, Washington
August 2001
Review
Praise for the First Edition
"Taps into our feelings about our work, but it also makes definite suggestions to improve our craft as
consultants. It helped me, even though I have twenty-nine years of experience as a consultant."
--Journal of Management Consulting
"The best book for [people who are trying to determine whether] consulting is for them."
--T & D
"A triumph of goodwill, wisdom, and a kind of humble Midwestern practicality. If Will Rogers had given
attention to the consulting profession, this is the book he would have written."
--Peter Block, author of Flawless Consulting
"I must have a couple of dozen colleagues who shouldn't go another day without this book. Bellman has found
a way to portray consulting as a way of life rather than just an abstract function. Here it all is-what we enjoy
and exult in, and what we ponder, anguish, and whisper about. You will already know Geoff-the-Consultant: He is
yourself."
--Peter Vaill, author of Managing as a Performing Art
"A wonderful book for people who want to test the waters of consulting, as well as for those who are looking
to affirm their role as consultant but want to enhance their impact with clients and their own lives."
--David B. Wagner, Mercer Delta Consulting
"All my life, as a girl, as a professional consultant and now a retired elder I have shaped myself to be
able to answer the internal question: Am I truly making a difference in the world? Am I truly living my beliefs
through the contributions? And one day, some years ago I found Geoff Bellman and The Consultant's Calling.
I wanted to shout out loud in my room, 'Yes that's it! That's what it's all about!' It affirmed for me everything
I believed . . . .and we need affirmation with regularity, because it's often lonely out there. This book has been
an inspiration for me and the most important part of reading it over and over is that it affirms what's best in
me and my work. Thank you for being there, Geoff."
--Kathie Dannemiller, consultant and author of Collaborating for Change
"Geoff Bellman, you wrote my song! I laughed and cried and hummed as I sang The Consultant's Calling.
It left me feeling affirmed for who I am, empowered with what I could be, guilty for what I choose not to face,
skilled with what I can now do, and clearly convinced that I am living my work on purpose."
--Chip Bell, management consultant and author of Clients and Consultants
Submitted by Publisher, January, 2002
Summary
A classic revised and updated for the twenty-first-century consultant.
Revised and updated for consulting in the twenty-first century, this new edition is for anyone who wants to know
what consulting is really like as a career, as a living, and as a life. Geoffrey Bellman reveals how to make the
job rewarding both financially and personally as he examines the practical issues of managing time, clients, and
money as well as such broader concerns as how to balance work with family life. At once practical and personal,
this book is for all types of consultants, all those who work with consultants, and all those who dream of being
consultants.
Table of Contents
Foreword (Peter Block).
Preface.
Introduction: In Pursuit of Purpose.
Part One: A Foundation for Your Work.
1. Creating Your Balanced Life.
2. Creating the Right Work.
3. Setting Your Work Boundaries.
4. Managing Your Calendar.
5. Making Money.
Part Two: The Clients.
6. Why Clients Hire You.
7. Why Clients Keep You.
8. Building Trust with Clients.
Part Three: The Consultant.
9. Love at Work.
10. Fear at Work.
11. Searching Your Shadows.
12. The Consultant as Leader.
13. Building Your Power.
14. Misusing Your Power.
Part Four: Partnership.
15. Building Long-Term Partnerships.
16. Making Rewarding Partnerships.
17. Avoiding Painful Partnerships.
Part Five: Understanding Organizations.
18. How Organizations Work.
19. What Works When Creating Change.
20. How Not to Create Change.
Part Six: The Marketplace.
21. You and the Marketplace.
22. Making The Leap into Consulting.
23. Stepping Back from Consulting.
Part Seven: Closing.
24. The Quest for Meaning Through Work.
Sixty Thoughts About Life and Work.
Resources.
The Author.
Index.