The Topic of Trusted AdvisorGary Heusner5/16/2012

Overview of this PresentationReview what this presentation is

not aboutProvide an understanding of the

Trusted Advisor ConceptDiscuss the ramifications of being

a Trusted AdvisorReview some real world

situations that provide insight into the mind set of a Trusted Advisor

This Presentation is not…A disciple’s approach to sell other’s

book.A detailed review of all of the concepts

espoused by the referenced experts and their materials.

A beginning of a movementA new conceptA new way of sellingAn attack on what we are all doing todayA viewpoint on the way all relationships

should be driven

This Presentation is…A very brief overview of elements of being a

Trusted Advisor that I think are truly relevant to IT services companies working with their clients.

Designed to show the differences between the relationship levels we operate at with our clients.

About the difficulty with making a transition to being a Trusted Advisor

A reflection of the personal challenges and rewards I have encountered in changing my thinking and behavior to better serve my clients.

Where did this come fromColleagues, peers, clients and

noted experts

Personal Experiences

Working to improve as a person

BackgroundTechnology Leadership background

Leadership background

Painful lack of Trusted Advisor Background

Learning to use new muscles and learning to pick myself back up again each time

Levels of Relationship

Trusted Advisor

Partner

Consultant

Problem Solver

Vendor

HighlightsThe following slides highlight

some significant models, tools and implications of being a trusted advisor.

Trust EquationTrust = Reliability + Credibility +

Intimacy + Character Self Orientation

What Does this Mean for All of Us?

Trust PrinciplesFocus on the otherCollaborative ApproachMedium to Long Term

Relationship PerspectiveA Habit of being Transparent

Are you aware of these ideas before you engage a co-worker or a client?

Consulting Service Values

From Lencioni Getting NakedHumilitySelflessnessFocus on the otherTransparencyA Habit of being TransparentCollaborative ApproachMedium to Long Term Relationship

Perspective

Trust Creation ProcessEngage

• “Let’s Talk about…

Listen

• “Tell me more…” • The Rational and the Non-Rational

Frame

• “It sounds like issue is…”; “Maybe it’s just me but…<emotional issue>.”

• Rational and Emotional framing not blaming

Envision

• “Let’s Imagine…”• Target, what it looks like, how will we know when we get there

Commit

• “I suggest we…”• Jointly describe actionable steps and implied commitments for

both parties

Trust Skill Set

Know Yours

elf

Listen

Partner

Risk

Improvise

Lencioni’s Fears

Fears that Inhibit Service and I would contend prevent us from being a trusted advisor

Fear of losing the businessFear of being embarrassedFear of feeling inferior

Fear of Losing the Business Tell the kind truth

Always consult instead of sell

Give away the business

Enter the danger

Fear of Feeling InferiorHonor the client’s work

Make everything about the client

Do the dirty work

Take a bullet for the client

Fear of Being EmbarassedAsk dumb questions

Make dumb suggestions

Celebrate your mistakes

So What?Far more depth than this

Part of a journey

Let’s review some situations

Situation Zero – Level SetYou are not sold out for 12

months. You could always use more business to provide for your staff and family.

You are in business development and/or engagement management roles, or maybe you are the owner.

Situation #1Client calls your office asking for

your services to start next Wednesday for a project. If you can’t start on Wednesday you can’t win the business. This might be tough to pull off, but maybe if you stretch you can do it.

What do you do?

Situation #2You are trying to get to trusted advisor

status for a client you’ve been with for 6 months. You arrange a lunch with 2 division heads with the goal of getting to know their problems and issues better and to raise their perception of you. First thing one division head says as you sit down is “<your name here> I have an opportunity for you!”

What do you do?

Situation #3An existing customer asks to go

to lunch. At lunch they explain they have an idea for a new innovation group and they want to leverage your partners, who provide similar services to yours to start it up.

What do you do?

Situation #4Smaller client has a critical time

sensitive initiative. They ask if you can get started right away and catch up on the paperwork later. You’ve been burned before by other clients in this situation. Whether or not you can actually do this without signoff is a question.

What do you do?

Situation #5You have just finished an engagement. You

want to talk about next opportunities. Client calls and says it is not right and that something is off. You check with your team and this was not in the scope or the SOW, but it had been talked about conversationally. To fix it will take 2-3 additional days for a project that was 10 days in length. Client pulls out the “When I was a lawyer, we honored contracts…” speech.

What do you do?

Situation #6You just signed an SOW for some

work that will help your company. You are excited. When asked, your client is visibly not excited and says that things could be improved and that it is always a long game but they are holding in there.

What do you do?

Situation #7What’s a situation you have

encountered?

What would we do?

(Group think)

ReferencesGreen C. H. & Howe A. P. (2012). The

Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust. Hoboken, NJ: Wiley

Maister D., Green C.H. & Galford R.M. (2000). The Trusted Advisor. New York, NY: Free Press

Lencioni P. (2010) Getting Naked. San Francisco, CA: Jossey Bass

Lee G. & Elliot-Lee D. (2006). Courage the backbone of leadership. San Francisco, CA: Jossey Bass