Tag Archives: marketing

The Independent Knowledge Worker and the Question of Marketability

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Recently, I read a post from a well-known contributor on a community platform. This writer, an accomplished author with years of experience, lamented the decline of opportunities in her field. She spoke of a shrinking market, a lack of viable contracts, and the challenges of her geographical location in trying to generate meaningful revenue. Out of habit, I rarely respond to such posts, but this time I did. My response drew a public reply, and while I tend not to engage in prolonged debates on public forums, too often they dissolve into vitriol, I chose to bring the discussion here, to my own space, where ideas can be unpacked more thoughtfully.

Artificial Intelligence was seen as the main villain in this public debate, but I believe that’s a red herring. Yes, we are all adjusting to the challenge of AI, but the only constant in life is change, so what is the real issue here. 

The heart of the matter is this: the defining advantage of being an independent knowledge worker is precisely the ability to work from anywhere. The office is no longer a cubicle on the twentieth floor of a glass tower, but the laptop on your kitchen table, although I prefer my dedicated home office. The clients may live continents away, but the work flows seamlessly across time zones. In this economy, location is not the limitation it once was. The real limitation is mindset.

Even as I write this post, I am exchanging messages with an Argentine colleague who is currently based in Canada. She is orchestrating a major PR announcement for a company headquartered in the Netherlands. Just last week, I was on a call with a professional in Paraguay to discuss a project in Chile. Another colleague, specializing in agricultural and agri-food writing, maintains an active client list that stretches from Australia to Japan to Portugal. None of us share an office, or a city, but all of us share the same reality: we are independent professionals with global client bases, connected by skill, adaptability, and digital tools.

This is why I push back when I hear colleagues insist that their difficulties are rooted in market decline. It is not the shrinking of opportunity, but the narrowing of their willingness to market themselves that becomes the stumbling block. The truth is uncomfortable: talent alone does not guarantee survival.

The writer whose post sparked this reflection has produced over a hundred articles, essays, and commentaries that I have personally read. Her body of work is substantial, and her craft is evident. Yet the refrain of “just give me work, so I can do my job” misses the larger truth of freelancing. Writing is the service, but self-promotion is the business model. Without branding, without a visible signal to clients about why they should choose you over the hundreds of other qualified voices, the work will not come.

Whenever I submit a proposal for a project, I begin by ensuring I have the necessary expertise and experience; but the more important question quickly follows: “why me?” Why would this client entrust me with their project rather than the next bidder? If I cannot answer that persuasively, I do not waste time chasing the opportunity. The answer to “why me?” is not entitlement, nor is it a résumé; it is positioning, visibility, and the willingness to show that your work has unique value.

In the end, the challenge of independent knowledge work is not scarcity of markets, but the discipline of visibility. The professionals who thrive are those who accept that marketing is not a distraction from their craft, but a core part of it.

Why Remembering You’re Always an Outsider Is Good for Business Consultants

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As a business consultant, it’s common to spend extended periods embedded within a client’s organization. You may have a desk in their office, attend team meetings, and collaborate closely with staff at every level. It can feel like you’re part of their team, and sometimes clients may even treat you as one of their own.

But here’s an important reality that every consultant should keep front and center: no matter how much time you spend on-site, you are not, and never truly become, a member of their staff or permanent team. Recognizing this boundary is not just a philosophical point; it’s crucial for your effectiveness, your professionalism, and your well-being.

The Consultant’s Unique Position: Inside and Outside
Consultants occupy a unique vantage point that combines proximity and distance. You have access to the inner workings of the organization, insight into its culture, and the ability to influence decisions. Yet, unlike employees, you maintain independence and objectivity. That distance is your strength.

When you start to blur the lines, seeing yourself as “one of them” or becoming emotionally over-invested, you risk losing that objectivity. You may find it harder to challenge entrenched thinking or push for necessary, but uncomfortable changes. This can reduce the value you bring and potentially damage your credibility.

Why Clients Want You Close, But Not Part of the Team
Clients invite consultants in because they want fresh eyes, outside expertise, and sometimes a catalyst for change. If you were simply another internal employee, your perspective would be limited by existing organizational dynamics, politics, and habits.

That desk in the office is a practical convenience, a way to collaborate effectively. But it’s also a reminder: you’re a guest with a mission, not a permanent resident. This helps preserve your role as a trusted advisor rather than an insider subject to the same pressures and biases.

Maintaining Professional Boundaries Benefits Everyone
Keeping a clear boundary between consultant and client staff creates space for honest feedback and transparent communication. It allows you to speak truth to power without fear of reprisal or emotional entanglement.

For your own well-being, it helps maintain perspective. You avoid burnout that can come from overidentifying with a client’s internal struggles or organizational drama. You’re able to recharge between engagements, bringing renewed energy and insight to each new project.

Practical Tips for Consultants
• Remember Your Contractual Role: You are hired for a defined scope and duration. Keep that in mind to avoid mission creep.
• Maintain Objectivity: Regularly check your assumptions and biases. Ask yourself if you’re seeing the organization clearly or through the lens of familiarity.
• Protect Your Boundaries: It’s okay to say no or push back if a client expects you to overstep your role.
• Stay Connected to Your Own Network: Consulting can be isolating. Keep in touch with peers and mentors outside the client environment.
• Celebrate Your Outsider Status: Use it as a source of strength. Your independence allows you to spot blind spots and opportunities that internal teams may miss.

Having a desk in your client’s office may create an illusion of belonging, but never forget you are a professional outsider with a distinct role and valuable perspective. Embracing that reality keeps you effective, respected, and energized throughout your consulting career.