----- (0/5 stars) for expertise on consulting
Alan Weiss is, in his own words (see the youtube video on his talk at Harvard), not a consultant: "I am not doing wholesale consulting anymore, but doing mostly retail consulting". All his consulting wisdom stems thus not from consulting to corporate clients, but nearly exclusively from consulting for individual consultants.
This is important. Weiss's business model is a bit at odds with the business model of most consultants. Weiss makes money by selling books, consultants make money by actually helping clients. Weiss success as a (so called) consultant/bookseller does not qualify him at all to tell other consultants how to better help corporate clients. Weiss does provide an example, albeit a questionable one, on how to write and recycle books that sell.
Not once in his books you will find an example on how Weiss actually helped a corporate client. What I - as a consultant or corporate buyer of consulting services - am looking for is a track record: (a) what was the client's situation before the engagement of Weiss? (b) what did Weiss do, specifically? (c) what is Weiss unique approach, what are his tools, methods? (d) what are the results after Weiss left? how were results measured or audited? (e) what are any long-term lasting benefits of this engagement?
Unfortunately, the author provides absolutely no information at all about his track record as corporate consultant. Sincerely and unfortunately, I have no idea what the author actually does as a consultant. Most corporate buyers probably have no idea either, so maybe this is the reason the author now consults consultants and not companies.
I also do not believe the author's claims of his "US $ 3 million in annual revenues"; he says he takes "all the money out at the end of every year" (which makes it hard to verify the claims by analysing publicly available records), but the fact that he does so does not bode well for his credibility. The author drives Ferraris and Bentleys presumably to impress others on his qualities and success. Well, I say, we have seen that. Ponzi schemes operate in a very similar way: operators of Ponzi schemes show off their wealth, money and Ferraris come in, ... until the first critical individuals (or the FTC/IRS) find out that there is no substance there, there is, as Alain says "no there there".
The author is, in his own words (see video), passionate about "rethoric", which he considers "the most important capability of consultants". You do not have to read Gorgias by Platon (but I urge you to do so), but I share Socrates disrespect for rethorics: an art which is "all about appearing without actually knowing".
Is Weiss a fraudster? The reader may decide: Ponzi schemes can go on for a while, but all of them eventually collapse.
***** (5/5 stars) for expertise on pricing
This book is an excellent source for advice on pricing of consultant services. I share the authors concerns on hourly or daily fees (he calls them "immoral" and talks about an "inherent conflict" of hourly rates) and offers some excellent suggestions on how to use value-based pricing for consultancy services. For his thoughts on pricing, this book is great.