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BIMA CSD Presentation by Rufus Leonard


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Slides to accompany Richard Warren's Opening presentation for the BIMA CSD Breakfast on 16 September 2015

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BIMA CSD Presentation by Rufus Leonard

  1. 1. Who are your clients?
  2. 2. A business is an abstraction. A business is a legal entity on a piece of paper in a filing cabinet in Companies House. Your clients aren't pieces of paper in  Companies House; they are the individuals that represent the pieces of paper.
  3. 3. The profit motive Business motives are easy to understand, because they’re always the same: the objective is always to increase profit, via increased revenues and reduced operating costs. There are other objectives, such as increased market share or reduced churn. But they are strategies that drive the over-arching purpose: to make a PROFIT.
  4. 4. The people motive People’s motives are difficult to understand, because they’re never the same: we are complex beings. The human brain is the most complex structure we know of. We don’t even understand ourselves.
  5. 5. (Another) * *It’s the last one, promise
  6. 6. You can’t teach chemistry* *Unless you’re a chemistry teacher So what does it mean to build a relationship with a client? You need to be their most trusted ally, and they need to be your biggest advocate.
  7. 7. We want… everything. self-actualisation (achieving individual potential) esteem (from self & others) belonging (being part of a group; love and affection) safety (shelter, clothing, health, vitality) body (breathe, drink, eat, sleep)
  8. 8. An Imperfect World “If only this world was a clean board of lines and intersections. If only time was a sequence of considered moves and not a chaos of slippages and blunders.” From The Thousand Autumns of Jacob De Zoet
  9. 9. • We underestimate how long things take • We overestimate our own competence • We suffer from cognitive dissonance Solving problems head on
  10. 10. It’s complicated! What do you two when two clients from the same organisation - at the same level of seniority - have conflicting objectives? What do you do when your primary client’s manager pulls rank, and disrupts a project at a critical moment? What do you do when your client says one thing and does another? What do you do when you suspect your client doesn’t care about the project and wants you to tick boxes for them?