Abstract
Consultants have credibility because they are not dumb enough to work at your company.
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Notes
- 1.
Gerard L. Manning, Michael L. Ahearne, and Barry L. Reece, Selling Today, 12th ed. (Englewood Cliffs, NJ: Prentice Hall, 2011).
- 2.
J. J. A. Dennissen, J. B. Asendorpf, and M. A. G. van Aken, “Childhood Personality Predicts Long-term Trajectories of Shyness and Aggressiveness in the Context of Demographic Transitions in Emerging Adulthood,” Journal of Personality 76 (2008): 67–99.
- 3.
P. T. Costa, Jr., and R. R. McCrae, Revised NEO Personality Inventory (NEO-FFI) Manual (Odessa, FL: Psychological Assessment Resources, 1992).
- 4.
Daniel Goleman, Emotional Intelligence (New York: Bantam, 1995).
- 5.
G. Matthews, M. Zeider, and R. D. Roberts, Emotional Intelligence: Science and Myth (Cambridge, MA: MIT Press, 2002).
- 6.
Ibid.
- 7.
Robert B. Cialdini, Influence: The Psychology of Persuasion. New York, Morrow (1993).
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© 2013 Linda M. Orr
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Orr, L.M., Orr, D.J. (2013). Mistakes. In: When to Hire—or Not Hire—a Consultant. Apress, Berkeley, CA. https://doi.org/10.1007/978-1-4302-4735-7_5
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DOI: https://doi.org/10.1007/978-1-4302-4735-7_5
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