January 13, 2008 by Dan Siegel.

My father was a gentle man who understood people. He had an ability to immediately sense who was good, who was trouble, and who to “be careful” with. And he always encouraged me to follow my instincts. He was right, and I only wish I had followed his advice a little more closely recently. I’ve instead learned two lessons, both people- and business-related.

First, if you’ve had prior dealings with someone and they weren’t positive, don’t have more. An attorney came to me for some technological services. I had been involved in a case with him a few years ago; his client was reprehensible, but so were some of his actions. He convinced me at our meeting that what happened then was an isolated incident. My gut said no, but I still took the job. Guess what? My gut was correct, and he acted no differently with me now compared with his conduct years ago. I have terminated our relationship — quickly.

Second, follow your instincts, not the clients. Another client came to me for technology consulting. This person was adamant about the person’s tech skills, and I made training recommendations based upon that representation, rather than my experience. When the person didn’t learn everything as quickly as my underestimate, I became a villain. Bottom line — if you know something should take X hours, and a client insists that he or she can do it in less, continue to estimate based upon what has been historically correct, not what the clent says. If you complete the project or training early, great. You’ll be thrilled and so will the client. On the other, if you don’t meet the expectations you set based on the client’s representation, you lose, and you lose a client. And if the client is particularly vocal, you lose even more.

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April 7, 2007 by Dan Siegel.

People who know me know that I love computers and software, and that my technology business, Integrated Technology Services, LLC, is just fun for me. It’s like getting paid to play. But it’s still a business, and after a year and half, it’s still a learning process. What have I learned? Some companies treat you nicer than others. Some of the big companies just want to squeeze out the little guy (like I could possibly kill their businesses) while others embrace the little guy. One example is Lexis-Nexis, a monolith no doubt, but a company that has embraced my business and knows that as I succeed, so does it.

I’m now a Certified Independent Consultant (CIC) for Time Matters and am in the process of becoming a CIC for Hot Docs. The people have generally been really nice, and they are committed to working with me. The same goes (10X over) for the wonderful people at Case Soft (they make Case Map, Time Map, etc., and I support them all). They have always been a pleasure to deal with, even after Lexis-Nexis bought them.

On the other hand, other companies get bought out and the first thing they do is try to eliminate me. One company immediately ended my reseller agreement (I made about $50 commission per license) and raised their prices so high that most of my clients — solos, small and mid-size firms — probably aren’t going to buy their product anymore. Do they care? No. They say the number-crunchers told them what to do.

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