Life skills are abilities for adaptive and positive behavior that enable humans to deal effectively with

the demands and challenges of life.[1] This concept is also termed as psychosocial competency.[2] The

subject varies greatly depending on social norms and community expectations but skills that function
for well-being and aid individuals to develop into active and productive members of their
communities are considered as life skills.

Contents

 1Enumeration and categorization

o 1.1Life skills
 2Skills for work and life
 3Parenting: a venue of life skills nourishment
 4Models: behavior prevention vs. positive development
 5See also
 6Sources
 7References
 8Further reading

Enumeration and categorization[edit]

The UNICEF Evaluation Office suggests that "there is no definitive list" of psychosocial skills;
[3]
 nevertheless UNICEF enumerates psychosocial and interpersonal skills that are generally well-
being oriented, and essential alongside literacy and numeracy skills. Since it changes its meaning
from culture to culture and life positions, it is considered a concept that is elastic in nature. But
UNICEF acknowledges social and emotional life skills identified by Collaborative for Academic,
Social and Emotional Learning (CASEL).[4] Life skills are a product of synthesis: many skills are
developed simultaneously through practice, like humor, which allows a person to feel in control of a
situation and make it more manageable in perspective. It allows the person to release fears, anger,
and stress & achieve a qualitative life.[5]
For example, decision-making often involves critical thinking ("what are my options?") and values
clarification ("what is important to me?"), ("How do I feel about this?"). Ultimately, the interplay
between the skills is what produces powerful behavioral outcomes, especially where this approach is
supported by other strategies.[6]
Life skills can vary from financial literacy,[7] through substance-abuse prevention, to therapeutic
techniques to deal with disabilities such as autism.

Life skills[edit]
The World Health Organization in 1999 identified the following core cross-cultural areas of life skills:[8]

 decision-making and problem-solving;
 creative thinking (see also: lateral thinking) and critical thinking;
 communication and interpersonal skills;
 self-awareness and empathy;
 assertiveness and equanimity; and
 resilience and coping with emotions and coping with stress.
UNICEF listed similar skills and related categories in its 2012 report.[3]
Life skills curricular designed for K-12 often emphasize communications and practical skills needed
for successful independent living as well as for developmental-disabilities/special-education students
with an Individualized Education Program (IEP).[9]

Skills for work and life[edit]

Skills for work and life, known as technical and vocational education and training (TVET) is
comprising education, training and skills development relating to a wide range of occupational fields,
production, services and livelihoods. TVET, as part of lifelong learning, can take place at secondary,
post-secondary and tertiary levels, and includes work-based learning and continuing training
and professional development which may lead to qualifications. TVET also includes a wide range of
skills development opportunities attuned to national and local contexts. Learning to learn and the
development of literacy and numeracy skills, transversal skills and citizenship skills are integral
components of TVET. [10]

Parenting: a venue of life skills nourishment[edit]

Life skills are often taught in the domain of parenting, either indirectly through the observation and
experience of the child, or directly with the purpose of teaching a specific skill. Parenting itself can be
considered as a set of life skills which can be taught or comes natural to a person.[11] Educating a
person in skills for dealing with pregnancy and parenting can also coincide with additional life skills
development for the child and enable the parents to guide their children in adulthood.
Many life skills programs are offered when traditional family structures and healthy relationships
have broken down, whether due to parental lapses, divorce, psychological disorders or due to issues
with the children (such as substance abuse or other risky behavior). For example, the International
Labour Organization is teaching life skills to ex-child laborers and at-risk children in Indonesia to help
them avoid and to recover from worst forms of child abuse.[12]

Models: behavior prevention vs. positive development[edit]

While certain life skills programs focus on teaching the prevention of certain behaviors, they can be
relatively ineffective. Based upon their research, the Family and Youth Services Bureau,[13] a division
of the U.S. Department of Health and Human Services advocates the theory of Positive Youth
Development (PYD) as a replacement for the less effective prevention programs. PYD focuses on
the strengths of an individual as opposed to the older decrepit models which tend to focus on the
"potential" weaknesses that have yet to be shown. The Family and Youth Services Bureau has
found that individuals who were trained in life skills by positive development model identified
themselves with a greater sense of confidence, usefulness, sensitivity and openness rather than that
of preventive model.[citation needed]
RESUMES & COVER LETTERS

Leadership Skills: Definitions and Examples

March 13, 2020

Leadership skills can help you in all aspects of your career, from
applying for jobs to seeking career advancement. One of many soft
skills that employers value, leadership skills often incorporate several
different personality traits and communication abilities that are useful
for anyone to learn and practice over time.

Knowing the definitions of leadership skills and seeing relevant

examples can be especially helpful when you’re writing your resume. If
you’re applying for jobs that require you to take initiative and be a
leader—whether as a manager or among your peers—you should list
leadership skills on your resume.

What are leadership skills?

Leadership skills are skills you use when organizing other people to
reach a shared goal. Whether you’re in a management position or
leading a project, leadership skills require you to motivate others to
complete a series of tasks, often according to a schedule. Leadership
is not just one skill but rather a combination of several different skills
working together.

Some examples of skills that make a strong leader include:

 Patience
 Empathy
 Active listening
 Reliability
 Dependability
 Creativity
 Positivity
 Effective feedback
 Timely communication
 Team building
 Flexibility
 Risk-taking
 Ability to teach and mentor
Create your resume

Why are leadership skills important?

Effective leaders are essential to any organization. They can help build
strong teams within a business and ensure projects, initiatives or
other work functions are performed successfully. Because the skills of
a leader involve multiple interpersonal and communication skills,
anyone can exercise and hone their leadership abilities.

Most people have seen the results of both effective and ineffective
leaders on the job. Good leaders increase employee engagement,
support a positive environment and help remove obstacles for their
team. Good leadership is also contagious, inspiring colleagues to apply
positive leadership traits in their own work.

Related: Best Skills to Include on a Resume

Top 6 leadership skills

Almost any positive soft skill might be considered a leadership skill.
For example, active listening helps leaders bring projects to
completion by hearing the ideas and concerns of the team. Empathy,
for example, helps leaders understand how their team feels about their
workload, environment and workplace relationships.

Here is a list of must-have leadership skills that may prove valuable to

anyone applying for work or looking to advance in a career:

1. Decisiveness

Effective leaders are those who can make decisions quickly with the
information they have. Effective decision-making comes with time and
experience. As you become more familiar with your specific industry,
you’ll be able to make decisions faster, even when you don’t have all of
the necessary information. Decisiveness is seen as a valuable
leadership skill because it can help move projects along faster and
improve efficiency.

2. Integrity
Integrity is often seen as just truthfulness or honesty but in many
cases, it also means having and standing by a set of strong values.
Integrity in the workplace often means being able to make ethical
choices and helping the company maintain a positive image. All
businesses seek to hire workers who have a strong sense of integrity.

3. Relationship building (or team building)

Leadership requires the ability to build and maintain a strong and

collaborative team of individuals working toward the same goal. Team
building requires other leadership strengths, like effective
communication skills and conflict resolution.

4. Problem-solving

Good leaders are skilled at problem-solving issues that arise on the

job. Effective problem solving often requires staying calm and
identifying a step-by-step solution. Problem-solving skills can help
leaders make quick decisions, resolve obstacles with their team and
external teams alike, and ensure projects are completed on time,
according to the specifications.

5. Dependability

Being a dependable leader means that people can trust and rely on
you. A dependable person follows through on plans and keeps
promises. The strong relationships built by a dependable leader create
a resilient team that is able to work through difficulties that may arise.

6. Ability to teach and mentor

One of the skills that differentiates leadership from many other

competencies is the ability to teach and mentor. Effectively teaching
colleagues or direct reports how to grow in their careers helps
organizations scale. Often, this skill requires that leaders think less
about themselves and more about how to make their team as a whole
successful.

How to improve your leadership skills

You can practice good leadership skills in any role, at any level. For
example, showing up on time to meetings and turning in work on
schedule shows dependability. Offering support and coaching to less
experienced colleagues is also an example of leadership. If it seems
like a good fit for you, you might consider seeking out leadership roles
to develop and practice your leadership skills.

Here are some examples of additional ways you can develop your
leadership skills:

Identify your leadership style

While you will use different styles of leadership for different occasions,
identifying your leadership style can help you refine specific skills
that will be effective for your team or project. You might use your team
or project’s goals to help identify what leadership styles will be most
effective for you.

Find resources like books or podcasts about leadership

A self-study on leadership may help you get a better understanding of

how to develop your leadership skills. Many books on the subject
exist, including the 1937 Dale Carnegie book, How to Win Friends and
Influence People, which has been a favorite among many business
leaders for decades. There are also many podcasts and video
workshops you can find offered at no cost online.

Participate in leadership training courses or workshops

You can find both in-person and online courses that help teach
leadership skills. In person courses, in particular, often include
practice sessions and role play.

Find leadership activities outside of work

If you have trouble finding leadership opportunities on the job, you may
be able to find them outside of your workplace. This can include taking
the lead in organizing activities or work outings with your colleagues.

Study leadership styles you admire

When you see leaders you admire whether they are at your job or in
your community, take note of the specific qualities they have that
make them a great leader. Focus on ways you can develop those
qualities and apply them in your work. It might also be helpful to set
specific goals toward developing one practice at a time.

Find a mentor

The best way to learn is by studying under those you admire most. If
possible, ask a leader you respect to mentor you on a weekly or
monthly basis. They can help you set goals toward becoming a better
leader by developing skills and using them.

How to highlight leadership skills when

applying for jobs
If being a leader is one of your career goals, you should include
leadership skills on your resume. Try incorporating key traits you
possess that are may be valuable to future employers. You may be
able to present those skills in different areas of your resume, such as
the skills and achievements sections as well as in the experience
section. Your cover letter is also a good place to showcase leadership
ability.

Leadership skills for resume

The two sections where you can include your leadership skills on your
resume or Indeed Resume are your skills section and the
achievements section. The skills section can include leadership skills
that you believe any of your professional references can verify on your
behalf. Meanwhile, your achievements list can include awards or
honors that reflect leadership.

Related: How to Write a Resume Employers Will Notice

Leadership skills for cover letter

Your cover letter provides an opportunity to help a potential employer

understand you better. To share leadership skills in a cover letter, pick
one or two accomplishments and describe which skill you used and
what the outcome was. For example, if you were the project manager
for an important initiative, you might explain how you brought the
team together around a shared goal and include a metric that
demonstrates the success of the project.

Related: 7 Powerful Ways to Start a Cover Letter

Leadership skills can be the foundation of career advancement for

both managers and individual contributors. Employers of all sizes value
people with leadership traits, meaning this is a worthwhile skill set to
develop in any industry.

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Managers shape the culture of their teams and workplaces in countless ways.
They have to play both an administrative and leadership role. And they require a
diverse set of skills to be successful. But what exactly does a manager do? Let's
look at the fundamentals of the job and why it's critical to success in today’s
organizations—and why it continues to be a viable career option.

The Manager’s Role Inside the Organization

Organizations are hierarchies of titles. The organizational chart or the structure of
the company and the relationships of the jobs and responsibilities, from the top
down, may include CEO, vice president, director, then manager. Each of these
people performs separate and critical functions, enabling the organization to
function, meet its obligations and turn a profit.

The higher you climb in the organization’s ranks, the further away you move from
the day-to-day operations and work of the firm’s employees. While the CEO and
vice presidents focus more of their efforts on issues of strategy, investment, and
overall coordination, managers are directly involved with the individuals serving
customers, producing and selling the firm’s goods or services, and providing
internal support to other groups.

Additionally, the manager acts as a bridge from senior management for

translating higher-level strategies and goals into operating plans that drive the
business. In that position, the manager is accountable to senior executives for
performance and to front-line employees for guidance, motivation, and support. It
is common for managers to feel as if they are pulled between the demands of top
leaders and the needs of the individuals performing the work of the firm. 

The Work of the Manager

Have you ever witnessed the "plate spinner" at the circus? This performer places
a breakable dinner plate on a stick and starts it spinning. The entertainer repeats
this task a dozen or more times, then runs around striving to keep all of the
plates spinning without letting any crash to the floor. On many occasions, the role
of manager feels a great deal like this plate spinner. The manager’s functions are
many and varied, including:

 Hiring and staffing

 Training new employees
 Coaching and developing existing employees
 Dealing with performance problems and terminations
  Supporting problem resolution and decision-making
 Conducting timely performance evaluations
 Translating corporate goals into functional and individual goals
 Monitoring performance and initiating action to strengthen results
 Monitoring and controlling expenses and budgets
 Tracking and reporting scorecard results to senior management
 Planning and goal-setting for future periods

The daily work of the manager is filled with one-on-one or group interactions
focused on operations. Many managers use early mornings or later evenings to
complete their reports, catch up on email and update their task lists. There is
never a dull moment, much less time for quiet contemplation, in the lives of most
managers. 

Types of Managers
Managers are most often responsible for a particular function or department
within the organization. From accounting to marketing, to sales, customer
support, engineering, quality, and all other groups, a manager either leads a
team directly or leads a group of supervisors who oversee the teams. 

In addition to the traditional role of departmental or functional manager, or what is

generally known as a line manager, there are also product and project
managers who are responsible for a set of activities or initiatives, often without
any people reporting to them. These informal managers work across functions
and recruit team members from the various groups for temporary and unique
initiatives. 

Span of Control
The phrase “span of control” relates to the number of individuals who report
directly to any particular manager. One of the trends of recent years has been to
reduce the number of managers in an organization and increase the number of
direct reports working for remaining managers.

A manager optimally has no more than six to eight direct reports, although many
have ten or even twenty individuals they are responsible for on a daily basis. A
smaller span of control enables increased support for training, coaching, and
development. The larger span reduces the manager’s ability to support their
direct reports. 

Authority of the Manager

A manager may have the power to hire, fire, discipline, or promote employees. In
larger companies, a manager may only recommend such action to the next level
of management. The manager has the authority to change the work assignments
of team members.

Essential Skills of the Manager

Managers need to develop and hone the following skills:

 Leadership: You’ve got to be able to set priorities and motivate your team
members. This involves self-awareness, self-management, social
awareness, and relationship management. Be a source of energy,
empathy, and trust. And remember that effective leaders work daily to
develop team members through positive, constructive feedback and
coaching. 
 Communication: Become a student of effective communication in all its
applications, including one-on-one, small groups, large groups, email, and
social media. Realize that the most important aspect of communicating is
listening.
 Collaboration: Serve as a role model for working together. Support cross-
functional efforts and model collaborative behaviors to set the example for
your team members. 
 Critical Thinking: Strive to understand where and how your projects fit
into the bigger picture to enhance your effectiveness. Review priorities in
light of larger goals. Translate this understanding into meaningful goals
and objectives for your team members. 
 Finance: Learn the language of numbers. Managers must strive to
understand how company funds are invested and to ensure that these
investments earn a good return for the firm. While you don't need to be an
accountant to be a manager, it is imperative that you learn and apply the
basics. 
 Project Management: Nearly every initiative in an organization turns into
a project. And projects can become complex and unwieldy. Today’s
managers understand and leverage formal project management practices
to ensure timely completion and proper control of initiatives. 

A Career in Management
The work of management is divided into the activities around planning, leading,
organizing, and controlling, and the job of a manager encompasses all of these
areas. Anyone aspiring to move into management as a career should develop
and display strong technical and functional skills. Become an expert in your
discipline, and have a strong affinity for interacting with, supporting, and guiding
others. 

The best managers understand their role is about their team and its performance
and not about themselves. They work hard to develop the skills identified above
and take great satisfaction in the successes of their team members. Do this
effectively at a lower level and others will recognize your value and strive to
increase your responsibilities over time. Management as a career is
simultaneously challenging and exciting.
 A consultant (from Latin: consultare "to deliberate") is a professional who provides expert advice[1] in
a particular area such as business, education, law, regulatory compliance, human
resources, marketing (and public relations), finance, health care, engineering, science, security
(electronic or physical), or any of many other specialized fields.
A consultant is usually an expert or an experienced professional in a specific field and has a wide
knowledge of the subject matter.[2] The role of consultant outside the medical sphere (where the term
is used specifically for a grade of doctor) can fall under one of two general categories:

 Internal consultant: someone who operates within an organization but is available to be

consulted on areas of their specialization by other departments or individuals (acting as clients);
or
 External consultant: someone who is employed externally to the client (either by
a consulting firm or some other agency) whose expertise is provided on a temporary basis,
usually for a fee. Consulting firms range in size from sole proprietorships consisting of a single
consultant, small businesses consisting of a small number of consultants, to mid- to large
consulting firms, which in some cases are multinational corporations. This type of consultant
generally engages with multiple and changing clients, which are typically companies, non-profit
organizations, or governments.
By hiring a consultant, clients have access to deeper levels of expertise than would be financially
feasible for them to retain in-house on a long-term basis. Moreover, clients can control their
expenditures on consulting services by only purchasing as much services from the outside
consultant as desired.
Consultants provide their advice to their clients in a variety of forms. Reports and presentations are
often used. However, in some specialized fields, the consultant may develop customized software or
other products for the client. Depending on the nature of the consulting services and the wishes of
the client, the advice from the consultant may be made public, by placing the report or presentation
online, or the advice may be kept confidential, and only given to the senior executives of the
organization paying for the consulting services.[3]

Contents

 1Ways of work
 2Common types
 3Places of work
 4Qualifications
 5Types
 6See also
 7References

Ways of work[edit]
The range of areas of expertise covered by the term "consultant" is wide. One of the more common
types is the management consultant. Consulting and the means by which the (external) consultant is
engaged vary according to industry and local practice. However the principal difference between
a consultant and a temp is generally one of direction. A consultant or temp is engaged to fulfill a
brief in terms of helping to find solutions to specific issues but the ways in which that is to be done
generally falls to the consultant to decide. An information systems or project management consultant
is also referred as just a consultant who manages constraints such as budget and resources agreed
with the client. An external consultant, on the other hand is normally fulfilling a non-employee role
that usually exists within the organization and is helping to bridge a gap caused by staffing
shortages, skills and expertise. They are directed by the normal management structure of the
organization. There is, however, a hybrid form where a consultant may be hired as an interim
manager or executive, bringing a combination of specialist expertise to bear on a role that is
temporarily vacant (usually at a senior level).
A second difference is that temp is generally used for labor-oriented work whereas an external
consultant is generally used for service-oriented work. Consultants and temps are those that work
for clients. Both of them are non-employees of an organization and both work on the basis of
contract terms. Some companies have employees of the company act as internal consultants and
they provide cross-team advice. In most cases, however, employees of a company titled as
consultants are those that work with the clients of that company and are external to the client. A
manager at the client company, to whom the consultant or temp reports, does not have direct
authority or responsibility over the outcome of the consultant's work because they are external and
are providing a service to that company. As long they are external to the company/team they are
consultants, but as soon as they join the company/team they become employees/team members
and are given job titles based on their skills.
Some consultants are employed indirectly by the client via a consultancy staffing company, a
company that provides consultants on an agency basis. The staffing company itself does not usually
have consulting expertise but works rather like an employment agency. This form of working is
particularly common in the ICT sector. Such consultants are often called "contractors" since they are
usually providing technical services (such as programming or systems analysis) that could be
performed in-house were it not easier for the employer to operate a flexible system of only hiring
such technologists at times of peak workload rather than permanently.
While many consultants work for firms, there is also an increasing number of independent
consultants. Many of these professionals also join networks or alliances that allow them to find
collaborators and new clients.

Common types[edit]
In the business, and as of recently the private sphere, the most commonly found consultants are:

 3D consultants who are specialists in the field of 3D scanning, printing, modeling,

designing, engineering, building, and everything that has to do with the three dimensions.
 Business transformation consultants are specialists in assisting business stakeholders to
align the strategy and objectives to their business operations. This may include assisting in the
identification of business change opportunities and capability gaps, defining solutions to enable
required business capability (this may include technology, organisational, or process solutions)
and supporting the implementation of these changes across the business.
 Engineering consultants provide engineering-related services such as design, supervision,
execution, repair, operation, maintenance, technology, creation of drawings and specifications,
and make recommendations to public, companies, firms and industries.
 Educational consultants assist students or parents in making educational decisions and
giving advice in various issues, such as tuition, fees, visas, and enrolling in higher education.
 Human resources (HR) consultants who provide expertise around employment practice
and people management.
 Immigration consultants help with the legal procedures of immigration from one country to
another.
 Internet consultants who are specialists in business use of the internet and keep
themselves up-to-date with new and changed capabilities offered by the web. Ideally internet
 consultants also have practical experience and expertise in management skills such as strategic
planning, change, projects, processes, training, team-working and customer satisfaction.
 Information-technology (IT) consultants in many disciplines such as computer
hardware, software engineering, or networks.
 Interim managers as mentioned above may be independent consultants who act as interim
executives with decision-making power under corporate policies or statutes. They may sit on
specially constituted boards or committees.
 Marketing consultants who are generally called upon to advise around areas of product
development and related marketing matters including marketing strategy.
 Process consultants who are specialists in the design or improvement of operational
processes and can be specific to the industry or sector.
 Public-relations (PR) consultants deal specifically with public relations matters external to
a client organization and are often engaged on a semi-permanent basis by larger organizations
to provide input and guidance.
 Performance consultants who focus on the execution of an initiative or overall performance
of their client.
 Property consultant advises property investors, buyers or sellers about pros and cons while
investing in a property.
 Sales consultants who focus on all levels of sales and marketing for the improvement of
sales ROI and moving share from competition.
 Strategy consultants (also known as management consultants) working on the
development of and improvement to organizational strategy alongside senior management in
many industries.
A more comprehensive list of types is shown below.

Places of work[edit]
Though most of the back-office research and analysis occurs at the consultants' offices or home-
offices, in the case of smaller consulting firms, consultants typically work at the site of the client for at
least some of the time. By spending time at the client's organization, the consultant is able to
observe work processes, interview workers, managers, executives, board members, or other
individuals, and study how the organization operates.
The governing factor on where a consultant works tends to be the amount of interaction required
with other employees of the client. If a management consultant is providing advice to a software firm
that is struggling with employee morale, absenteeism and issues with managers and senior
engineers leaving the firm, the consultant will probably spend a good deal of time at the client's
office, interviewing staff, engineers, managers and executives, and observing work processes. On
the other hand, a legal consultant asked to provide advice on a specific property law issue might
only have a few meetings at the client's office, and conduct the majority of his work at the
consultant's office and in legal libraries.
Similarly, the growth of online, highly skilled consultant marketplaces has begun to grow.[4] These
online platforms provide consultants with experience working for typical consulting firms to easily
transition into freelancing. This means that many consultants have become much more flexible in
where they can work and the nature of their work.

Qualifications[edit]
There is no single qualification to becoming a consultant, other than those laid down in relation to
medical, psychological and engineering personnel who have attained this level-degree in it or
professional licenses. Consultants may hold undergraduate degrees, graduate degrees, professional
degrees or professional designations pertaining to their field(s) of expertise. In some fields, a
consultant may be required to hold certain professional licenses (e.g., a civil engineer providing
consulting on a bridge project may have to be a professional engineer). In other types of consulting,
there may be no specific qualification requirements. A legal consultant may have to be a member of
the bar or hold a law degree. An accounting consultant may have to have an accounting designation,
such as Chartered Accountant status. On the other hand, some individuals become consultants after
a lengthy and distinguished career as an executive or political leader, so their management or
government experience may be their main "credential", rather than a degree or professional
designation.
Consultant Peter Block defines a consultant as "someone who has influence over an individual,
group, or organization, but who has no direct authority to implement changes." He contrasts this with
a surrogate manager who is a person who "acts on behalf of, or in place of, a manager." The key
difference is that a consultant never makes decisions for the individual or group, whereas a
surrogate manager does make decisions.
Accredited associates are bound by a Code of Ethics that require the consultant to only provide
"practical advice that works"—"Analysing as a Generalist and Solving as a Specialist"—by using the
skills and experience of a sub-contracted fellow Associate, thus at all times providing the client with
the best available advice and support. Internationally the accreditation of management consultants is
overseen by higher education training and accreditation organizations.

 The International Council of Management Consulting Institutes (ICMCI) was founded in 1987

and has around 50 member institutes covering the globe. The award of Certified Management
Consultant (CMC) status is its internationally recognised accreditation (in some countries like the
US, conforms to ISO/IEC 17024:2003 standards) that is not specific to the technical content of
the consultant's practice. For instance, this could be held equally by a human resources
(HR) expert or a chemical engineer operating as management consultants in their field(s) of
expertise. There are about 10,000 CMCs worldwide.
 International Federation of Consulting Engineers (FIDIC) is a federation whose members are
national associations of consulting engineers.
For management consultancy services, the ISO 20700 standard has been available since 2017.

Types[edit]
 Archaeological consultant
 Biotechnology consultant
 Cloud consultant
 Consultant (medicine)
 Consultant pharmacist
 Creative consultant
 Consulting psychology
 Design consultant
 Diversity consultant
 Digital consultant
 Educational consultant
 Elevator consultant
 Employment consultant
 Environmental consultant
 Faculty consultant
 Financial consultant
 Franchise consultant
 Foreclosure consultant
 Heritage consultant
 Hospitality consultant
 Human resources consultant
 Image consultant
 Immigration consultant
 Independent contractor
 Information consultant
 Interim managers
 Information technology consultant
 Lactation consultant
 Legal nurse consultant
 Loss control consultant
 Lighting consultant
 Magic consultant
 Management consultant
 Market entry consultant
 Media consultant
 Medical practice consultant
 Museum consultant
 Performance consultant
 Political consultant
 Process consultant
 Professional engineering consultant
 Public relations consultant
 Sales consultant
 Statistical consultant
 Supply-chain consultant
 Theatre consultant
 Trial consultant
 Urban planner