Consultants Disguised as Project Managers Many company owners have expressed their fear during our coaching calls about the inability to afford a skilled project manager to control the delivery of ERP or CRM projects to their customers.  This fear is rooted in the belief that; Customers don’t want to pay for project management services, and Their delivery team isn’t ready to accommodate this role yet.

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Most of our people want to do a good job; it was a main reason for why we hired them and why they stay.  The stress arises when the consultant knows they are not performing part of their job well, but the pressures of the organization require that they execute regardless.

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Similar to the chaos of a forward medical unit in a war zone, many of our businesses are in a constant state of frenetic movement and emergency just to get the job done.  It becomes second nature for us all to roll up our sleeves, dive in and do what it takes to sell and deliver complex projects.

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Leverage. It’s a marvelous thing. It’s said that with a lever long enough, you could move the world. If you find a steady place to stand, of course.

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Growing Pains Like the gangly teenager that transitions from childhood to adulthood, the growing Microsoft Dynamics Partner often faces difficult but necessary growing pains. As partners approach 30 to 40 employees ($6.0m - $8.0m in revenues), there is a tendency for owners to add a layer of mid-level management to control functional groups like sales, marketing, delivery, lines of business or even separate offices.

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