1. The Trusted Advisor
by David Maister
and Charles Green & Robert Galford
“An invaluable road map to all those who seek to develop
truly special relationships with their clients
Carl Stern, CEO: Boston Consulting Group
2. To the DCA Client Services team -the theme of this book is that
professional success is not just technical mastery (which is
essential), but also the ability to work with clients in such away as
to earn their trust and gain their confidence.
I look forward to our “onward and upward” journey!
Jim
Theme
3. Overview
Part I: Perspectives on Trust
The authors define trust, the concept of “Trusted Advisor”, and
provides the “rules of the road” & practical suggestions/illustrations
Part 2: The Structure of Trust Building
A “how to” on trust building, engagement, framing, envisioning, and
commitment
Part 3: Putting Trust to Work
Applications of the concepts and techniques
P.S. The authors are quite fond of lists!
5. What is a Trusted Advisor?
The Evolution of a Client-Advisor Relationship
Valuable
Resource
Subject Matter
Expert (SME)
Trusted
Advisor
Depth of Personal Relationship
BreathofBusinessIssues
SME plus
Affiliated field
6. What is a Trusted Advisor?
Make no mistake…all four types add value to the client.
The Trusted Advisor model adds the all-important human
dimension of “trust”, “openness”, “understanding”, and
“safe haven”.
The Evolution of a Client-Advisor Relationship
7. Describing a Trusted Advisor
• Focus on the client/individual rather than themselves
• Focus on problem definition & resolution
• Motivated by internalized drive to do “the next right thing”
• What’s effective for “this” client - not methodologies, techniques etc
• Seeks out client-contact experiences and takes personal risks
• Selling/servicing is in the name of helping clients with their issues
• While technical mastery is “cost of entry”, the human element
drives the engagement
• clients work with people they like!
8. If I am the client, “trusting” you requires:
• You will do what you say you will do
• Your actions will match your words
• You will exhibit true caring and insight
• You provide ongoing evidence that my
interests are as important as yours
9. How to Give Advice
• Act as if you were advising your own parents
• respectfully and with care as to “how” you say it
• Turn assertions into questions
• Instead of “this is the best solution”, try my other client’s do “X” for the
following reasons. Do you think the reasons apply here?
• Use the Socratic method
• You are the expert guide in the process of reasoning the problem
• client’s answers helps them feel that the solution was their idea!
• Lastly, interact in a style most comfortable for the client
10. Rules of Romance: Relationship Building
Key Principles:
• Go First (give a favor to earn a favor)
• Be prepared/do your homework.
• Show a sincere interest (small gestures)
• Ask good questions
• Say what you mean
• Show appreciation (not fawning)
• Use compliments (not flattery)
A primary goal of relationship building is to create oppor-
tunities to demonstrate you have something to contribute!
11. “…The only way to influence someone is to find
out what they want, and show them how to get it”
The Importance of Mindsets
Dale Carnegie
12. The Mindset Overview
From:
Rational, driven, fear of failure high achieving, process-
oriented, inwardly-focused “content experts”
To:
A real focus on the client (duh!)
Self confidence/patience to NOT always rush to a solution
A profound curiosity and empathetic listening skills
An ability to “inhabit” the relationship – not “control” it
A proclivity to “connect the dots” – a TA hallmark!
14. The Trust Equation
Component Realm Example Bottom Line
Credibility Words I can trust what she says about… Content expertise + “presence”
Reliability Actions I can trust him/her to… Dependable + consistent
Intimacy Emotions I feel comfortable discussing
this…
Emotional closeness
Self-
orientation
Motives I can trust that he cares about… Client before self (we, not me)
T = C + R + I
S
15. More on the Trust Equation
• Credibility – what you bring to the table & how you look, act,
talk, think. Firms “sell” competence, buyers “buy” on the basis of
emotion
• Reliability – best exemplified by FedEx (unerring comfort level
that they can be depended on to deliver the goods…on time)
• Intimacy – the real “differentiator”. Involves the risk of getting
closer/more personal. Trusted Advisors live hear
• Self-Orientation – impossible to achieve TA status when
selfish, talking over clients, desirous to be “right”, look intelligent etc.
17. The Development of Trust
Step Action Advisor “Language” What Client Feels
Engage Attention is
focused
Interest + concern It may be worth talking to this
person about…
Listen Acknowledge and
confirm
understanding + empathy I am being heard and
understood…
Frame Issues stated
clearly/rationally
Perspective + candor Yes, that is exactly the problem
here…
Envision Alternate reality
sketched out
Possibility Now that would be a great
outcome, wouldn’t it…?
Commit Steps
agreed-to
Joint Exploration I’m with you. Let’s do it…
18. More on the Development of Trust
• Engagement
• Show the client you know their world/brand/marketplace
• Pick the right topic at the right time (timing & key concerns rule!)
• Give them a reason to say “yes” (concern, follow-up, smarts)
• Leverage equity you have based on work you have done (upsell!)
• Great Listeners:
• Probe for clarification……Listen for the story…….Empathize…...Spot
hidden assumptions……..Ask “how do you feel about that”
• DON’T interrupt, talk over, ask stupid questions, etc.
Do’s and
Don’ts
19. More on the Development of Trust
• Framing the Issue
• Rational: Crystallize/distill the client’s issues into a problem definition
• Emotional: take the risk to surface hidden emotions/contexts.
• I’m probably thinking of this all wrong, but…
• I really don’t know how to say this, so I hope you help me, but… etc.
• Envisioning an Alternative Reality:
• Explore how things can be, what it will look like, why it is of benefit etc.
• Energizes (let’s go for it) and comforts ( we can do it) client in a big way.
Do’s and
Don’ts
20. More on the Development of Trust
• Commitment:
• Ensure client understands need to solve problem and is committed to do
what it takes (resources, time, money) to achieve the goals.
• Create a proposal that spells out what needs to be done…when ….at what
costs…and communication of key milestones/deadlines.
• Managing Client Expectations:
• It is IMPERATIVE the client knows what they can and cannot reasonably
expect from us AND what they and we must do.
• Better said: ensure they know precisely what they are agreeing to!
Do’s and
Don’ts
22. What’s So Hard About all of This?
The Biggest Mistake?
Jumping ahead in the trust process to “offering solutions” before the
initial steps are completed.
The Biggest Fears/Risks?
In a word…insecurity (me and not we-focused)
→ Not having the answer
Having the wrong answer
Not knowing all the facts
Being confused/appearing stupid
Revealing ignorance
Misdiagnosing
23. 1. Analyze what is different about the client and what you and your
company uniquely offers
Differing Client Types: Guiding Principles
Engage
2. Know client’s personal motivation, personality, and how the
organization affects their needs/views/actions
4. Figure out how you might truly like this client as a person
3. Seek client’s need to achieve or stand out or just get it done
5. Figure out which elements of the trust equation are key!
24. Differing Client Types
• Type #1: The “Just the facts, ma’am” client
• Speak in the client’s language (brief, concise features and benefits)
• Type #2: The “I’ll get back to you” client
• Make sure you have one-page summary and agree to a call-back date
• Type #3: “You’re the expert, dummy” client
• Give three reasonable options to move forward (and price points)
• Type #4: The “You don’t understand” client
• Align/ask for his help and promise the relevant solution once you do
• Type #5: The “Let’s go through this again” client
• Either dense or needs more details – either way hold this clients hand!
Some difficult client types and how to respond:
25. Differing Client Types
How highly does your client REALLY value you…
…for your objective,
unbiased, clear
opinions & insights?
…for your track record
with him & integrity in
doing what what you
said you’d do?
…for the fact that he
can talk to you about
just about anything?
…as a trusted
advisor and friend?
28. The Lt. Columbo Approach
It’s all about:
• Style, instinct, character and not “method”
• Putting the person “at ease”
• Dismissing the seriousness of his capabilities
• Subordinating his ego to the service of the client
• Making the client’s inhibitions and concerns vanish
And, of course…he always wins.
Remember the one-eyed detective with the rumpled raincoat?
He embodied many characteristics useful for Trusted Advisors
29. The Role of Trust in Getting Hired
The Premise: It’s not about “selling”, its about “getting hired”
New Clients: The Seller who succeeds has to convince the client
what it would feel like to be in a great relationship together
Existing Clients: After a successful engagement, the service
team has a real advantage in “upselling” – the client is acutely
aware of the great relationship and you as Trusted Advisor.
Conclusion: Great service is the best way to get hired!
30. The Engagement Process means being “Engaged”
“….Serving a client does not just mean going away, doing
the work, and coming back with a wonderful product/
service. We must keep clients up to date, continue to get
their feedback, and built their input into the deliverable”
Building Trust on the Current Assignment
31. Building Trust on the Current Assignment
• Know how they plan to use what they contracted for
• Keep clients “in the loop” regarding progress made
• Regularly communicate, share information, & be responsive
• Make small commitments and keep them
• Meet deadlines (with passion and enthusiasm)
• Be a Trusted Advisor when its time to deliver results
Building Trust Principles:
32. Re-earning Trust Away from the Current Assignment
• Do more things “on spec” (work in new areas)
• Help lead their thinking and strategy development
• Share new ideas, learnings, and ways to “connect the dots”
• Help them see how they compare with others in the industry
• Tell them why competitors are doing what they are doing
• Nurture the “relationship” not manage the “account”
Relationships can’t be taken for granted! To continue to earn
their business, here is a “What Clients Want” list:
33. The Case of Cross-Selling
Three Cross-Selling Types…
EXPAND DIVERSIFY
BROADEN
Client Relationship
BusinessIssues
After a successful engagement, the
service team has a real advantage in
“upselling” – the client is acutely
aware of the great relationship and
you as Trusted Advisor.
34. The Quick-Impact List to Gain Trust
1. Listen! (and paraphrase)
2. Empathize (understand, don’t have to agree)
3. See what they are feeling (acknowledge & connect)
4. Build a shared agenda (we, not me)
5. Take a point of view (stimulates reactions/give and take)
6. Take a personal risk (increases intimacy)
7. Be curious about their business (shows you care!)
8. Ask good questions (always)
9. Give away ideas
10. Return calls immediately (trust-creating!)
11. Emulate Lt. Columbo (enough said!)
12. Relax your mind (no need to prove yourself every 10 seconds!)
Here they are – the TOP 12!
