Part II: The Seven Disciplines - Why Should the Boss Listen to You? "The Seven Disciplines of the Trusted Strategic Advisor"

1. “Why Should the Boss Listen to You?”
The Seven Disciplines of the Trusted Strategic Advisor
By: James E. Lukaszewski
Chapter 4: Be Trustworthy
Chapter 5: Become A Verbal Visionary
-- Presented by: Julie A. Cheatham --§

2. -- Be Trustworthy --

3. “Trust is the first discipline and the foundation for a relationship between advisor and leader or boss” (Lukaszewski, viii contents).
 Being trustworthy is one of the main reasons people receive promotions.
 Age has little to do with being a trusted and effective advisor.
 A trusted advisor helps and advises for the benefit of others.; his or her work is
always about the other person.

4.  Real influence is built incrementally over time, mostly through the advisor’s
initiative.
 Having influence on those around you can be risky.
 A trusted advisor must be able to manage internal politics.
“The needs of those you advise must always come first” (Lukaszewski, 52).

5.  Trust and influence create the perception of
loyalty in the minds of those being advised.
 Trust fosters loyalty, and loyalty is what holds
the trusted relationships together.
“Having a boss trust you is the basis for access” (Lukaszewski, 53).

6. “Seek to learn before you speak” (Lukaszewski, 56).
 The trusted strategic advisor has to maintain a high
level of objectivity in their relationship with senior
leaders.
 The weight of the relationship from the trusted advisor,
bearing down on a senior leader, will generate the
impact necessary to get correct decision(s) made.

7. “What are the indicators that should cause you to question your loyalty” (Lukaszewski, 57).
 Know your limits & be prepared to explain them.
 Pay attention to behavior patterns.
 Persistent, unethical behavior (even small-scale) will likely lead to criminal
behavior.

8. “How can I get the boss to acknowledge my value?” (Lukaszewski, 58).
 Advice and suggestions are taken and relied
on.
 There are feelings that work is unappreciated
and presence is undervalued.

9. -- Candor --
-- Credibility --
-- Competence --
-- Integrity --
-- Loyalty --

10. 1) Provide advance information -- a “heads up” -- whenever you can.
2) Seek the leaders input.
3) Listen carefully.
4) Change your approach based on what you hear.
5) Stay engaged.
6) Engage others.

11. http://kaplancoachingandconsulting.com/caseStudTA.htm
Jeffrey: A 15-year partner in a global professional services firm; seeking “advisor status”
The Scenario: Jeffrey required to develop $3.5M of business in 12-months -- or risk job loss
Steve: Strategic Advisor to Jeffrey
The Desired Outcome: To position Jeffrey over time as a trusted advisor
The Challenges: Relationship-building and business-development skills

12. -- Arrogance -- Broken promises -- Chest beating -- Creating fear --
-- Deception -- Denial -- Disparagement -- Disrespect -- Holding back --
-- Minimizing danger or the significance of events --

13. -- Become a Verbal Visionary --

14.  Verbal skill is where the trusted strategic advisor’s real power lies.
 One powerful element of visionary communication is to say and write less, but
make what is said more important, hearable, and brief.
 Refined, concentrated ideas and information, delivered directly and concisely, are
what power up the relationship.
“Providing advice instantly is among the most crucial of disciplines for the trusted advisor” (Lukaszewski, 68).

15. -- Facts -- Stories -- Questions --
-- Comparisons -- Recommendations & Options --
-- Constructive Confrontation --
“Leaders lead through their ability to verbalize the future, explain a direction, and describe a destination” (Lukaszewski, 68).

16.  Be a storyteller
 Be memorable
 Be inspirational
 Be thoughtful
 Be ethical
 Be a coach and mentor
 Be virtuous

17.  What do you believe? What are the truths in your life?
 Who are you? How do you describe yourself?
 What are your personal limitations? Are there things you can’t or won’t do?
 What are your aspirations? Who, what, where do you want to be?
 What are your principles? What are the parameters of your life?
 What is your daily goal or reason for doing what you do?
 What do you see as your destiny?

18.  Do I act and speak in other people’s best interests all the time?
 Am I a mentor? Can I be outcome focused?
 Am I quoted by those I respect and those who seek my help?
 Do people take action based on what I say?
 Do I feel like a verbal visionary?
 Can I describe my own sense of destiny, my principles, beliefs, limits, virtues?
 Can I systematically go after the truth first?

19. Lukaszewski, E James. Why the Boss Should Listen to You? “ The Seven Disciplines of the
Trusted Strategic Advisor.” Jossey-Bass, 2008.
“Case Studies - Trusted Advisor.” Kaplan Coaching & Consulting, LLC.
http://kaplancoachingandconsulting.com/caseStudTA.htm. Accessed April 12, 2017