<p>You wouldn't hire an interior designer only to inform.them that you've already chosen all the colour schemes and furnishings; you wouldn't engage an accountant and then explain to them the way you wanted them to process your figures; you wouldn't employ a fitness trainer and then tell them what to include in your workout; you wouldn't buy a dog and then insist on doing all the barking.</p> <p>So why, then, do we continue to encounter situations in which line managers tell the guys from l&amp;d exactly what they want in terms of learning interventions, with the expectation that the they'll simply take those instructions and run. </p>

So, to me, the most important skill an instructional designer can have is being able to apply instructional strategies. To know when to use a mnemonic and when to use an analogy. When to model the behavior to be learned and when to provide a check list. When <a href="http://en.wikipedia.org/wiki/Constructivism_%28learning_theory%29" target="blank">Constructivism </a>is a good theorietical underpinning for a topic and when a <a href="http://en.wikipedia.org/wiki/Cognitivism_%28psychology%29" target="blank">Cognitivism</a>-based approach is necessary. <br> <br> Instructional designers add value by serving as catalyst who accelerate the process of learning for individuals.

<p>Here’s what <em>not</em> to do when you’re trying to expand or leverage your network:</p> <p><b>1. Try to take before you give.</b> </p>

<b>2. Assume others should care about your needs.</b> &nbsp;

Care about others first; then, and only then, will they truly care back.

4. Assume tools create connections.

<b>5. Reach too high.</b>

The “status” level of your connections is irrelevant. All that matters is whether you can help each other reach your goals.

Beginning relationships with customers at a high price makes the statement: “we’re good at what we do and we know it.” Fighting with a competitor over a low price says “I’m uncertain about my abilities, so I’ll take what I can get.”

<strong>Price by the service, not by the hour</strong>.

<strong>Slow down your sales process</strong>. Slow down how, when, and who you take on as clients. You need time to determine a client’s needs before you price their projects. You must know what outcomes they desire.

<strong>Inject value into your client’s experience with your service.</strong>

Establish a client intake process

<p>Here are three things you can do now to get started on your journey toward strategic pricing:</p> <ul> <li>Develop your new client intake process, similar to the example above. Add the various steps that you feel are valuable and walk your clients through it BEFORE you begin your work.</li> <li>Begin offering three options to all of your work. And always include things in your options the client did NOT ask for. When you start selling things your client didn’t ask for, you will be surprised at how many clients choose the higher options. You will make more money and the client will get more of what they want.</li> <li>Test your pricing, but don’t benchmark! To know what your market will bear, begin pricing higher than you have been in the past just to test your market. And avoid benchmarking—which is the process of looking at what your market or direct competitors price their services at. Remember, your competition may be pricing non-strategically as well. Don’t follow the blind. Strategic pricers don’t follow, they lead!</li></ul>

1. Find your focus.

2. Save some money first.

3. Set up an online base of operations.

<strong>4. Create an online portfolio.</strong>

5. Track your time.