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The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust

ISBN: 978-1-118-08564-6
288 pages
November 2011
The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (1118085647) cover image
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.

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Introduction xvi

Why a Fieldbook xvi

Who Should Read this Book xvi

How to Use this Book xvii

Where to Begin xvii

Part I A Trust Primer 1

Chapter 1 Fundamental Truths 3

Trust Requires Trusting and Being Trusted 3

Trust Is Personal 3

Trust Is about Relationships 4

Trust Is Created in Interactions 4

There Is No Trust without Risk 4

Trust Is Paradoxical 5

Listening Drives Trust and Influence 5

Trust Does Not Take Time 5

Trust Is Strong and Durable, Not Fragile 6

You Get What You Give 7

Chapter 2 Fundamental Attitudes 9

Principles over Processes 9

You Are More Connected than You Think 11

It’s Not about You 11

Curiosity Trumps Knowing 11

Time Works for You 13

Chapter 3 The Dynamics of Influence 15

Earning the Right to Be Right: Three Steps 15

A Five-Point Checklist for Influencing Meetings 18

Chapter 4 Three Trust Models 22

The Trust Equation 22

The Trust Creation Process 25

The Trust Principles 26

Chapter 5 Five Trust Skills 33

Listen 33

Partner 34

Improvise 35

Risk 35

Know Yourself 36

Part II Developing Your Trust Skill Set 39

Chapter Listen 41

The Listening Differentiator: Empathy 41

Four Barriers to Paying Attention 42

Three-Level Listening 43

Seven Listening Best Practices 47

Your Everyday Empathy Workout: Low Weights, High Reps 48

Chapter 7 Partner 51

Partnering Traits 51

Ten Common Partnering Barriers 52

Self-Assessment: Are You Primed for Partnership? 54

Specific Ways to Build Your Partnering Muscle 55

Chapter 8 Improvise 61

The Science behind Moments of Truth 62

How Moments of Truth Become Moments of Mastery 62

The Practice of Improvisation 62

Role-Play Your Way to Mastery 64

Chapter 9 Risk 68

The Relationship between Trust and Risk 69

Six Ways to Practice Risk-Taking 70

The Three-Question Transparency Test 71

A Tool for Truth-Telling: Name It and Claim It 72

The Power of Caveats 74

Chapter 10 Know Yourself 79

How Blind Spots Impede Trust-Building 79

Three Approaches to Expand Your

Self-Knowledge 80

How to Use Self-Knowledge to Increase Trust 82

Part III Developing Business with Trust 85

Chapter 11 Trust-Based Marketing and Business Development 87

Focus on Your Customer 87

Collaborate to Drive New Business 89

Focus on Relationships, Not Transactions 90

Be Transparent with Prospects and Clients 91

Chapter 12 Trust-Based Networking 94

Ten Best Practices for Trust-Based Networking 95

Technology and Trust-Based Networking 97

Chapter 13 Delivering the Pitch 102

Sometimes the Best Pitch Is No Pitch 102

Don’t Skip the Prepitch Warm-Up 103

Make It Interactive 104

Have a Point of View 105

Take the Preoccupation Out of Price 105

With PowerPoint, Less Is More 106

Stop Selling Your Qualifications 106

Do Not Denigrate the Competition 107

Be Willing to Ditch the Pitch 107

Chapter 14 Handling Objections 110

The Problem: How You Think about Objections 110

The Antidote: Change Your Thinking 112

Three Ways to Improve the Quality of Your Conversations 113

Chapter 15 Talking Price 117

The Price Isn’t the Problem 118

When to Talk Price 119

How to Address Price Concerns 120

The Three Primary Drivers of Price Concerns 121

A Special Case: The Engineer Buyer 123

Chapter 16 Closing the Deal 125

Six Reasons Not to Always Be Closing 125

Five Practices to Stop Closing and Start Helping 127

Chapter 17 Developing New Business with Existing Clients 130

First, Deepen the Relationship 130

Move Upstream 131

Cross-Sell 132

Seek Referrals 133

Chapter 18 Selling to the C-Suite 136

What Sets the C-Suite Apart 136

A Different Kind of Preparation 136

Nine Best Practices for Successful

C-Suite Meetings 139

Chapter 19 Reviving Stalled Relationships 143

How to Reengage 144

When It’s Time to Walk Away 145

Part IV Managing Relationships with Trust 149

Chapter 20 Starting Off Right 151

Three Ways Kickoffs Go Wrong 151

Four Key Ingredients for a Successful Kickoff 153

A Word of Caution 154

Chapter 21 Accelerating Trust 156

Three Steps for Creating Trust Quickly 157

21 Ways to Build Trust … Fast 158

Chapter 22 Navigating Politics 163

Seven Best Practices for Dealing with Organizational Politics 164

The Special Challenges of Client Politics 165

Chapter 23 Shifting from Tactics to Strategy 169

The Strategy Blind Spot 169

Four Key Questions to Shift the Conversation 170

How to Engage Strategically 173

Chapter 24 My Client Is a Jerk: Transforming Relationships Gone Bad 176

What Lies Behind Bad Behavior 176

From Difficult to Rewarding: Three Steps 177

Reframing: Five Steps to a Better

Problem Statement 180

Chapter 25 Dealing with Untrustworthy People 183

Blame and an Inability to Confront 183

Constructive Confrontation 184

When You Can’t Confront 186

When to Walk Away 186

Chapter 26 Trust-Based Negotiations 189

Where Negotiations Go Wrong 189

Changing the Game by Working from Trust 191

Chapter 27 Building Trust at a Distance 195

The Key to Building Trust at a Distance: Familiarity 196

The Role of Technology in Communication 198

Ten Best Practices for Managing Virtual Teams 199

Part V Building and Running a Trustworthy Organization 201

Chapter 28 Making the Case for Trust 203

Economic Benefits of Trust 203

Social Benefits of Trust 206

Ethical Benefits of Trust 206

Chapter 29 Creating a Culture of Trust 209

Two Keys to Trust Culture Change: Virtues and Values 209

Implementing Trust Initiatives 211

Spotlight on Trust Diagnostics 215

Chapter 30 Trust in Internal Staff Functions 219

The Top Trust Barriers by Function 220

Five Trust-Enhancing Opportunities for Internal Staff 220

Don’t Confuse Your Metrics with Your Mission 222

Chapter 31 Training for Trustworthiness 225

The One-Two Punch for Trustworthiness Training 225

How to Set Off the Aha: A Nine-Point Checklist 227

Eleven Ways to Make It Stick 228

Create the Right Learning Environment 229

List of Lists

Chapter 1 Fundamental Truths 233

Chapter 2 Fundamental Attitudes 233

Chapter 3 The Dynamics of Influence 233

Chapter 4 Three Trust Models 234

Chapter 5 Five Trust Skills 235

Chapter 6 Listen 236

Chapter 7 Partner 237

Chapter 8 Improvise 237

Chapter 9 Risk 238

Chapter 10 Know Yourself 239

Chapter 11 Trust-Based Marketing and Business Development 239

Chapter 13 Delivering the Pitch 241

Chapter 14 Handling Objections 242

Chapter 15 Talking Price 243

Chapter 16 Closing the Deal 244

Chapter 17 Developing New Business with Existing Clients 244

Chapter 18 Selling to the C-Suite 245

Chapter 19 Reviving Stalled Relationships 245

Chapter 20 Starting Off Right 246

Chapter 21 Accelerating Trust 246

Chapter 22 Navigating Politics 247

Chapter 23: Shifting from Tactics to Strategy 248

Chapter 24 My Client Is a Jerk: Transforming

Relationships Gone Bad 249

Chapter 25 Dealing with Untrustworthy People 249

Chapter 26 Trust-Based Negotiations 250

Chapter 27 Building Trust at a Distance 251

Chapter 28 Making the Case for Trust 252

Chapter 29 Creating a Culture of Trust 252

Chapter 30 Trust in Internal Staff Functions 254

Chapter 31 Training for Trustworthiness 254

Notes 257

Selected Bibliography 263

About the Authors 264

Index 265

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Charles H. Green is founder and CEO of Trusted Advisor Associates. The author of Trust-Based Selling and coauthor of The Trusted Advisor, he is a noted speaker on trust in sales, within organizations, and in external business relationships.

Andrea P. Howe is part of the leadership team of Trusted Advisor Associates. She is also the founder and President of BossaNova Consulting Group. A veteran consultant and seminar leader, Andrea specializes in serving global professional services firms.

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