The Trusted Advisor Fieldbook E-Book

Charles H. Green

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 487

Veröffentlichungsjahr: 2011

Beschreibung

A practical guide to being a trusted advisor for leaders in any industry In this hands-on successor to the popular book The Trusted Advisor, you'll find answers to pervasive questions about trust and leadership--such as how to develop business with trust, nurture trust-based relationships, build and run a trustworthy organization, and develop your trust skill set. This pragmatic workbook delivers everyday tools, exercises, resources, and actionable to-do lists for the wide range of situations a trusted advisor inevitably encounters. The authors speak in concrete terms about how to dramatically improve your results in sales, relationship management, and organizational performance. Your success as a leader will always be based on the degree to which you are trusted by your stakeholders. Each chapter offers specific ways to train your thinking and your habits in order to earn the trust that is necessary to be influential, successful, and known as someone who makes a difference. * Self-administered worksheets and coaching questions provide immediate insights into your current business challenges * Real-life examples demonstrate proven ways to "walk the talk" * Action plans bridge the gap between insights and outcomes Put the knowledge and practices in this fieldbook to work, and you'll be someone who earns trust quickly, consistently, and sustainably--in business and in life.

Leseprobe

Contents

Cover

Endorsements

Title Page

Copyright

Dedication

Acknowledgements

Introduction

Why a Fieldbook

Who Should Read this Book

How to Use this Book

Where to Begin

Part I: A Trust Primer

Chapter 1: Fundamental Truths

Fundamental Truth 1: Trust Requires Trusting and Being Trusted

Fundamental Truth 2: Trust Is Personal

Fundamental Truth 3: Trust Is about Relationships

Fundamental Truth 4: Trust Is Created in Interactions

Fundamental Truth 5: There Is No Trust without Risk

Fundamental Truth 6: Trust Is Paradoxical

Fundamental Truth 7: Listening Drives Trust and Influence

Fundamental Truth 8: Trust Does Not Take Time

Fundamental Truth 9: Trust Is Strong and Durable, Not Fragile

Fundamental Truth 10: You Get What You Give

Chapter 2: Fundamental Attitudes

Fundamental Attitude 1: Principles over Processes

Fundamental Attitude 2: You Are More Connected than You Think

Fundamental Attitude 3: It’s Not about You

Fundamental Attitude 4: Curiosity Trumps Knowing

Fundamental Attitude 5: Time Works for You

Chapter 3: The Dynamics of Influence

Earning the Right to Be Right: Three Steps

A Five-Point Checklist for Influencing Meetings

Chapter 4: Three Trust Models

The Trust Equation

The Trust Creation Process

The Trust Principles

Chapter 5: Five Trust Skills

Listen

Partner

Improvise

Risk

Know Yourself

Part II: Fundamental Truths

Chapter 6: Listen

The Listening Differentiator: Empathy

Four Barriers to Paying Attention

Three-Level Listening

Listening for Data

Seven Listening Best Practices

Your Everyday Empathy Workout: Low Weights, High Reps

Chapter 7: Partner

Partnering Traits

Ten Common Partnering Barriers

Self-Assessment: Are You Primed for Partnership?

Specific Ways to Build Your Partnering Muscle

Chapter 8: Improvise

The Science behind Moments of Truth

How Moments of Truth Become Moments of Mastery

The Practice of Improvisation

Role-Play Your Way to Mastery

Chapter 9: Risk

The Relationship between Trust and Risk

Six Ways to Practice Risk-Taking

The Three-Question Transparency Test

A Tool for Truth-Telling: Name It and Claim It

The Power of Caveats

Chapter 10: Know Yourself

How Blind Spots Impede Trust-Building

Three Approaches to Expand Your Self-Knowledge

How to Use Self-Knowledge to Increase Trust

Part III: Developing Business with Trust

Chapter 11: Trust-Based Marketing and Business Development

Focus on Your Customer

Collaborate to Drive New Business

Focus on Relationships, Not Transactions

Be Transparent with Prospects and Clients

Chapter 12: Trust-Based Networking

Ten Best Practices for Trust-Based Networking

Technology and Trust-Based Networking

Chapter 13: Delivering the Pitch

Sometimes the Best Pitch Is No Pitch

Don’t Skip the Pre-pitch Warm-Up

Make It Interactive

Have a Point of View

Take the Preoccupation Out of Price

With PowerPoint, Less Is More

Stop Selling Your Qualifications

Do Not Denigrate the Competition

Be Willing to Ditch the Pitch

Chapter 14: Handling Objections

The Problem: How You Think about Objections

The Antidote: Change Your Thinking

Three Ways to Improve the Quality of Your Conversations

Chapter 15: Talking Price

The Price Isn’t the Problem

When to Talk Price

How to Address Price Concerns

The Three Primary Drivers of Price Concerns

A Special Case: The Engineer Buyer

Chapter 16: Closing the Deal

Six Reasons Not to Always Be Closing

Five Practices to Stop Closing and Start Helping

Chapter 17: Developing New Business with Existing Clients

First, Deepen the Relationship

Move Upstream

Cross-Sell

Seek Referrals

Chapter 18: Selling to the C-Suite

What Sets the C-Suite Apart

A Different Kind of Preparation

Nine Best Practices for Successful C-Suite Meetings

Chapter 19: Reviving Stalled Relationships

How to Re-Engage

When It’s Time to Walk Away

Part IV: Managing Relationships with Trust

Chapter 20: Starting Off Right

Three Ways Kickoffs Go Wrong

Four Key Ingredients for a Successful Kickoff

A Word of Caution

Chapter 21: Accelerating Trust

Three Steps for Creating Trust Quickly

21 Ways to Build Trust … Fast

Chapter 22: Navigating Politics

Seven Best Practices for Dealing with Organizational Politics

The Special Challenges of Client Politics

Chapter 23: Shifting from Tactics to Strategy

The Strategy Blind Spot

Four Key Questions to Shift the Conversation

How to Engage Strategically

Chapter 24: Selling to the C-Suite

What Lies Behind Bad Behavior

From Difficult to Rewarding: Three Steps

Reframing: Five Steps to a Better Problem Statement

Chapter 25: Dealing with Untrustworthy People

Blame and an Inability to Confront

Constructive Confrontation

When You Can’t Confront

When to Walk Away

Chapter 26: Trust-Based Negotiations

Where Negotiations Go Wrong

Changing the Game by Working from Trust

Chapter 27: Building Trust at a Distance

The Key to Building Trust at a Distance: Familiarity

The Role of Technology in Communication

Ten Best Practices for Managing Virtual Teams

Part V: Building and Running a Trustworthy Organization

Chapter 28: Making the Case for Trust

Economic Benefits of Trust

Social Benefits of Trust

Ethical Benefits of Trust

Chapter 29: Creating a Culture of Trust

Two Keys to Trust Culture Change: Virtues and Values

Implementing Trust Initiatives

Spotlight on Trust Diagnostics

Chapter 30: Trust in Internal Staff Functions

The Top Trust Barriers by Function

Five Trust-Enhancing Opportunities for Internal Staff

Don’t Confuse Your Metrics with Your Mission

Chapter 31: Training for Trustworthiness

The One-Two Punch for Trustworthiness Training

How to Set Off the Aha: A Nine-Point Checklist

Eleven Ways to Make It Stick

Create the Right Learning Environment

List of Lists

Chapter 1 Fundamental Truths

Chapter 2 Fundamental Attitudes

Chapter 3 The Dynamics of Influence

Chapter 4 Three Trust Models

Chapter 5 Five Trust Skills

Chapter 6 Listen

Chapter 7 Partner

Chapter 8 Improvise

Chapter 9 Risk

Chapter 10 Know Yourself

Chapter 11 Trust-Based Marketing and Business Development

Chapter 12 Trust-Based Networking

Chapter 13 Delivering the Pitch

Chapter 14 Handling Objections

Chapter 15 Talking Price

Chapter 16 Closing the Deal

Chapter 17 Developing New Business with Existing Clients

Chapter 18 Selling to the C-Suite

Chapter 19 Reviving Stalled Relationships

Chapter 20 Starting Off Right

Chapter 21 Accelerating Trust

Chapter 22 Navigating Politics

Chapter 23: Shifting from Tactics to Strategy

Chapter 24 My Client Is a Jerk: Transforming Relationships Gone Bad

Chapter 25 Dealing with Untrustworthy People

Chapter 26 Trust-Based Negotiations

Chapter 27 Building Trust at a Distance

Chapter 28 Making the Case for Trust

Chapter 29 Creating a Culture of Trust

Chapter 30 Trust in Internal Staff Functions

Chapter 31 Training for Trustworthiness

Notes

Chapter 1 Fundamental Truths

Chapter 2 Fundamental Attitudes

Chapter 3 The Dynamics of Influence

Chapter 4 Three Trust Models

Chapter 5 Five Trust Skills

Chapter 6 Listen

Chapter 7 Partner

Chapter 8 Improvise

Chapter 9 Risk

Chapter 10 Know Yourself

Chapter 11 Trust-Based Marketing and Business Development

Chapter 12 Delivering the Pitch

Chapter 13 Delivering the Pitch

Chapter 14 Handling Objections

Chapter 16 Closing the Deal

Chapter 17 Developing New Business with Existing Clients

Chapter 21 Accelerating Trust

Chapter 25 Dealing with Untrustworthy People

Chapter 26 Trust-Based Negotiations

Chapter 27 Building Trust at a Distance

Chapter 28 Making the Case for Trust

Chapter 29 Creating a Culture of Trust

Chapter 30 Trust in Internal Staff Functions

Chapter 31 Training for Trustworthiness

Selected Bibliography

About the Authors

Charles H. Green

Andrea P. Howe

Index

Praise forThe Trusted Advisor Fieldbook

“The groundbreaking book The Trusted Advisor has been hugely influential. Now, Charles Green and Andrea Howe have taken the ideas further and fleshed them out with a wealth of practical advice. For anyone whose business is based upon trust (and what business isn’t) this book is essential reading.”

—Neil Rackham, author of SPIN Selling

“Trust will always be an important part of business (and life!), but Charles Green and Andrea Howe have put this book in your hands at the most important time. Get into this book, absorb the lessons, then live them. Your business might depend on it.”

—Chris Brogan, president, Human Business Works, coauthor of Trust Agents

“There are few who dispute the value of increasing trust. The question always comes down to ‘how?’ This book offers practical, hands-on advice on how to build trust with others. It’s clear the authors have years of experience on the topic. They provide tremendous insight into an increasingly important attribute of the twenty-first century workplace.”

—Ross Smith, Director of Test, Microsoft Office Lync

“Charles and Andrea have dramatically changed the way consultants in my unit think about relationships. They have introduced a new vocabulary, mental models, and behaviors. I am confident that their Trusted Advisor Fieldbook will further accelerate the growth of our talent with this easy to use and comprehensive set of tools, models, and exercises. I know I too will be referencing the Fieldbook on a regular basis to reflect and hone my consulting skills.”

—Leif Ulstrup, CSC, President, Federal Consulting Practice

“Charles Green has spent much of his business career applying his considerable intellect to the science and discipline of trust. This understanding is combined with practical methods in The Trusted Advisor Fieldbook. These ideas and techniques have transformed the way I and our company approach prospects, clients, and work.”

—Michael Colacino, President, Studley

“Charles and Andrea cut to the chase on trust—the one thing you can’t lead without. They have provided us with a hands-on, state-of-the-art look at building trust, which is the essential component for becoming valued leaders to our teams and true business partners with our clients.”

—Gary S. Jones, Chief Human Resources Officer, Grizzard Communications Group

This book is printed on acid-free paper.

Copyright © 2012 by Charles H. Green and Andrea P. Howe. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Green, Charles H., 1950– The trusted advisor fieldbook : a comprehensive toolkit for leading with trust / Charles H. Green and Andrea P. Howe. p. cm. Includes index. ISBN 978-1-118-08564-6 (pbk.); ISBN 978-1-118-16366-5 (ebk); 978-1-118-16365-8 (ebk); ISBN 978-1-118-16364-1 (ebk) 1. Business ethics. 2. Trust. 3. Leadership—Psychological aspects. 4. Interpersonal Relations. I. Howe, Andrea P. II. Title. HF5387.G719 2011 658.4’092–dc23 2011028239

To our wonderful significant others, Judy and Alan, without whom the book could not have been written.

Acknowledgements

This book clearly draws on The Trusted Advisor, which I (Charlie) coauthored with David Maister and Rob Galford. David was also greatly helpful in providing guidance early on.

We were helped immensely by a remarkable team of Trusted Revisors: Barry Edwards, Chris Brown, Ellen Lohsen, Gary Jones, Julian Powe, Linda O’Connor, Marisa Sanchez, Matt Swayhoover, Rich Sternhell, Sandy Styer, Scott Parker, Shawn Westfall, and Stewart Hirsch. The book also benefited editorially from the good people at John Wiley & Sons.

Our gratitude goes to those who contributed the stories and insights that make the pages come to life: Andy Lechter, Anthony Iannarino, Ava J. Abramowitz, Bill Green, Cary Paul, Cate Gregory, Chip Grizzard, Craig Leach, Gary Celli, Greg Pellegrino, Hazel Thompson, Ian Brodie, Jane Malin, Jim McCurry, John Edwards, L. J. Rittenhouse, Larry Friedman, Loreen Babcock, Lynn P., Mahan Khalsa, Neil Rackham, Pat Pannone, Paulo Novaes, Robert Porter Lynch, Ross Smith, Russell Feingold, Sally Foley Lewis, Sarah Agan, Shawn Westfall, and Sriram.

Special thanks to our Book Angel, Shaula Evans, and to Sandy, a.k.a. Attila the Honey, along with Kristin Abele and Tracey DelCamp for their unparalleled organization and encouragement, Justin Evans and the good people at Stress Limit Design for their dedication, Ian Welsh for his unsolicited generosity in a time of need, Patty Orsini for early thought development help, and Erik Hansen for his partnership in book promotion.

With appreciation to Andrea’s stepfather, Tom Wolf, for the many hours spent at the kitchen table working on English papers; and to Charlie’s dad, Thomas Green, who infected Charlie and others with curiosity.

Above all, thanks to our extraordinary clients, from whom we have learned all that we have managed to pass along.

Introduction

Why a Fieldbook

When my first book The Trusted Advisor was published in 2000, I (Charlie), along with my coauthors David Maister and Rob Galford, had no idea how many lives it would touch. To our delight, it has proven to be a perennial favorite for people in professional services. The Trusted Advisor is routinely recommended to and read by people at the middle manager, prepartner, and partner level in law firms, consulting firms, and accounting firms around the world. Much the same is true for industries like financial services, health care, architecture, and project management. In the decade since the book’s release, tens of thousands of readers on every continent have gained insight into developing and maintaining trust-based relationships that are prosperous and rewarding. Yet, at the time we wrote it, none of us envisioned the impact the ensuing decade would have on the importance of trust in business and society at large. The case for trust is even more compelling than we had imagined.

The Trusted Advisor, for all its virtues, did not address how to apply the principles, models, and practices to sales—which I subsequently wrote about in Trust-Based Selling. What was now needed, I felt, was a more detailed how-to guide for people in any professional role. This latter need is met by this fieldbook, a hands-on addition to The Trusted Advisor and Trust-Based Selling.

Your success as a leader will always be based on the degree to which you are trusted by your stakeholders.

Andrea P. Howe joins me to bring you The Trusted Advisor Fieldbook. It is the culmination of what Andrea and I have learned from working specifically on the subject of trust, with national and global leaders. Andrea brings the expertise she has gained in her 20 years in consulting, including five years working with me at Trusted Advisor Associates. Together, we speak in concrete terms about how to dramatically improve your results in sales, relationship management, and organizational performance.

Who Should Read this Book

The Trusted Advisor Fieldbook is a practical guide to being a trusted advisor for leaders in any industry.Being trusted is a leadership quality that is neither cyclical nor faddish nor role-bound. Whether you are a business developer, account manager, salesperson, project manager, program manager, unit leader, team leader, client relationship manager, C-level executive, consultant, or manager, your success as a leader will always be based on the degree to which you are trusted by your stakeholders.

In this book, you will find answers to pervasive questions about trust and leadership—such as how to develop business with trust, nurture trust-based relationships, build and run a trustworthy organization, and develop your trust skill set. Put the knowledge and practices in this fieldbook to work, and you will become someone who earns trust quickly, consistently, and sustainably—in business and in life.

How to Use this Book

This pragmatic workbook is one you will want to reference again and again. The term fieldbook connotes a practical, dog-eared manual that you can keep in your laptop bag as an instant helper. It delivers everyday tools, approaches, exercises, resources, and actionable to-do lists for the wide range of situations that you will inevitably encounter. Each chapter offers specific ways to train your thinking and change your habits in order to earn the trust that is necessary to be influential, successful, and known as someone who makes a difference.

The best way to use this book is to get messy with it. Highlight your favorite passages. Fill out the worksheets. Complete the quizzes. Bend the corners of the pages you want to come back to. Wear it out!

The book is meant to be applied to the myriad stakeholder relationships in your life. As such, we’ve deliberately used the word “partner” as a term for anyone with whom you endeavor to build trust: clients, customers, buyers, prospects, colleagues, vendors, and more.

Throughout the book, you will find the following aids:

Self-administered worksheets and coaching questions that provide immediate insights into your current business challenges.Real-life examples that demonstrate proven ways to walk the talk.Action plans that bridge the gap between insights and outcomes.

The best way to use this book is to get messy with it. Highlight your favorite passages. Fill out the worksheets. Complete the quizzes. Bend the corners of the pages you want to come back to. Wear it out!

Where to Begin

While The Trusted Advisor Fieldbook is not meant to be read in any particular order, you may find it helpful to peruse the first two sections before flipping to pertinent sections that speak to your situation today. If you have any doubts about the business case for trust, start with Chapter 28, “Making the Case for Trust.”

Read Section I, “A Trust Primer,” to get grounded in the fundamental truths of trust and trustworthiness. You will learn the fundamental attitudes of trust and trustworthiness, the dynamics of influence, and the essential frameworks and skills for building trust.Study Section II, “Developing Your Trust Skill Set,” to increase your self-awareness and self-efficacy in the five essential trust skills. It provides practical details and helpful exercises to help you pinpoint where you need to grow. Use Section III, “Developing Business with Trust,” when you want to up-end the traditionally adversarial relationship between buyer and seller, client and consultant, influencer and influencee. Using real-life examples in a “Dear Abby” format, this section explores a full range of business development challenges, from before the first client meeting all the way to expanding the sale once the deal is done.Turn to Section IV, “Managing Relationships with Trust,” to find out how to overcome your ego. It’s true what the cartoon character Pogo famously said: “We have found the enemy and it is us.” This section delves into the ins and outs of relationships—from better navigating organizational politics to building trust remotely to dealing with difficult partners who present themselves as aloof, disorganized, inappropriate, or simply untrustworthy.Consult Section V, “Building and Running a Trustworthy Organization,” to discover the four shared beliefs that contribute to every organization’s success. This section addresses major questions of implementation that arise, including how to create a culture of trust, build trust in teams, ease the tension between the long-term nature of trustworthiness and the urgency of quarterly measures, and how to train for trustworthiness.

If we have erred in any way, it is on the side of giving you too much, rather than too little. There is a lot to digest, so zero in on what resonates most for you today. Leave the rest for now—it will be here when you need it later.

Cheers!

Charles H. Green Andrea P. Howe

Part I

A Trust Primer

U.S. Supreme Court Justice Potter Stewart once despaired of defining obscenity, but noted pointedly, “I know it when I see it.” Trust is much the same. People know when it exists and when it doesn’t, but cannot explain why or how it exists. And the concept of building trust seems even harder to describe, let alone implement.

We have made it our life’s work to better understand trust. Before we can discuss trust, however, we begin by putting it in context—without context, there is just theory and no practical implications. We could have simply suggested you do this or do that to build trust. That would only get you so far.

So we begin with a primer. This first section defines the key terms and concepts of our trust framework. We walk you through the difference between trusting and being trustworthy, along with other fundamental truths about trust. We also explore the dynamics of influence, which are important to grasp if you wish to consistently lead with trust.

Three frameworks will help you create personal and organizational trust:

Attitudes—mind-sets or beliefs that provide fertile soil for trust.Models—three simple structures for understanding and applying trust.Essential Skills—the indispensable abilities and capacities of trust building.

With this solid foundation, you will be well equipped to put the practical tips, strategies, and best practices of later sections to work.

Chapter 1

Fundamental Truths

Building trust can be a surprisingly simple thing—yet it is anything but easy. Trust is a complex concept in human relationships. It is often misunderstood, even though it is something practiced somewhat unconsciously all the time. We intend this book to do double duty: to give you practical, commonsense advice, while at the same time allowing you to think critically and speak fluently about trust.

In this chapter we take aim at the complexities of trust, breaking it down so that it can be managed and more readily increased. We take a critical look at the paradoxes, dynamics, and language of trust. We explore maxims, such as “Trust is personal,” “Trust takes time,” and “There is no trust without risk.” We also describe the relationship between trust and influence and reveal the key that unlocks the mystery to being influential.

Fundamental Truth 1: Trust Requires Trusting and Being Trusted

Too often people use the word trust when what they mean is something else. In plain language, people talk about trusting—being willing to take a risk. People also talk about being trusted, or being trustworthy. When one person trusts and another is trustworthy, there is trust.