Becoming a trusted advisor - what consultancy really is about


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Becoming a trusted advisor - what consultancy really is about

presentation by Jens Pas

april 2009

On how to build trust and how to become a trusted advisor

Published in: Business, Travel
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  • Becoming a trusted advisor - what consultancy really is about

    1. 1. Becoming a trusted advisor what consultancy really is about
    2. 3. <ul><li>Reach for your advice </li></ul><ul><li>Treat you as you wish to be treated </li></ul><ul><li>Respect you </li></ul><ul><li>Pay your bill without question </li></ul><ul><li>Give you the benefit of the doubt </li></ul><ul><li>Forgive you when you make a mistake </li></ul><ul><li>Protect you when you need it </li></ul><ul><li>Warn you of danger that you might avoid </li></ul><ul><li>Trust your instinct and judgement </li></ul><ul><li>Bring you in on more advanced, complex and important issues </li></ul>Source: The trusted advisor, David Maister
    3. 8. TRUST ?
    4. 10. We play games
    5. 11. Cooperation – Prisoners dilemma’s Prisoner A Prisoner B 7 7 0 10 10 0 1 1 Confess Don’t confess Confess Don’t confess Source: John Nash
    6. 12. Coordination – Battle of the sexes He She 3 2 1 1 0 0 2 3 Football Theatre Football Theatre Source: John Nash
    7. 13. Confrontation – Chicken Game Person A Person B 0 0 -1 5 5 -1 -10 -10 Swerve Stick Swerve Stick Source: John Nash
    8. 14. <ul><li>Seems to understand me, effortlessly, and like us </li></ul><ul><li>Is consistent (I can depend on him/her) </li></ul><ul><li>Always helps us see things from a fresh perspective </li></ul><ul><li>Doesn’t try to force things on us </li></ul><ul><li>Helps us think things through (it’s our decision) </li></ul><ul><li>Doesn’t substitute their judgement for ours </li></ul><ul><li>Doesn’t panic or get overemotional (they stay calm) </li></ul><ul><li>Helps us think and separate our logic from our emotions </li></ul><ul><li>Criticizes and corrects us, gently, lovingly </li></ul><ul><li>Doesn’t pull their punches (we can rely on them to tell us the truth) </li></ul><ul><li>Is in it for the long haul (the relationship is more important than the current issue) </li></ul><ul><li>Gives us reasoning, not just conclusions </li></ul><ul><li>Gives us options, gives recommendation and lets us choose </li></ul><ul><li>Challenges our assumptions </li></ul><ul><li>Makes us feel comfortable and casual personally </li></ul><ul><li>Acts like a real person, not someone in a role </li></ul><ul><li>Is reliably on our side and always seems to have our interests at heart </li></ul><ul><li>… </li></ul>Source: The trusted advisor, David Maister
    9. 15. TRUST ?
    10. 16. In geval van arbeidsongeschiktheid wegens ziekte en/of ongeval en in geval van verlenging hiervan, is de Medewerk(st)er gehouden onmiddellijk de Werkgever hiervan op de hoogte te brengen en dit vanaf de 2de dag van afwezigheid te staven door een geneeskundig getuigschrift, vermeldend aanvang en vermoedelijke duur van de ongeschiktheid, ten laatste op het einde van de tweede werkdag vanaf de dag van de ongeschiktheid. In geval van verlenging van de arbeidsongeschiktheid na de oorspronkelijk voorziene termijn, dient de Medewerk(st)er de Werkgever een nieuw geneeskundig getuigschrift te bezorgen, ten laatste op het einde van de tweede werkdag vanaf de eerste dag van arbeidsongeschiktheid die niet gedekt is door het oorspronkelijke getuigschrift. De Medewerk(st)er aanvaardt ook zich door een door de Werkgever aan te duiden arts of specialist medisch te laten onderzoeken.
    11. 21. Ideas box
    12. 23. Development in trust... TRUST Pro-active co-operation Re-active co-operation Obstruction Involvement Time 17 - 54 Source: Gallup
    13. 24. Whom do you trust?
    14. 25. Think back... <ul><li>I love this work! This IS why I do what I do. </li></ul><ul><li>It’s ok, I can live with it. It’s what I do for a living. This is life. </li></ul><ul><li>I hate this part. I wish I could get rid of this junk </li></ul><ul><li>I like these people and their work interests me. </li></ul><ul><li>I can live with these people. Their business is ok. </li></ul><ul><li>They are not my kind of people. I don’t like spending time with them, but I do, since I’m professional. I have no interest in their industry. </li></ul>
    15. 27. Source: The eight habit, Stephen Covey Talent Need Conscience Passion VOICE
    16. 28. Principles about trust 1
    17. 29. Organisation & processes Passion & Attitude Tools & Skills Frustration Manipulation Balancing R & E Support Authenticity Leadership (climate) “ Silver-bullet”methods Inspiration O P T
    18. 30. 1 Maturity Information Low High Rational Emotional Inspired by: Ulrich Libbrecht Knowledge Experience
    19. 32. Trust is what you receive <ul><li>over time </li></ul><ul><li>by giving </li></ul>
    20. 33. Trust <ul><li>Grows, rather than appears </li></ul><ul><li>Is both rational and emotional </li></ul><ul><li>Presumes a two-way relationship </li></ul><ul><li>Is intrinsically about perceived risk </li></ul><ul><li>Is different for the Client than it is for the Advisor </li></ul><ul><li>Is personal </li></ul>
    21. 34. Trust equation <ul><li>T: Trustworthiness </li></ul><ul><li>C: Credibility </li></ul><ul><li>R: Reliability </li></ul><ul><li>I: Intimacy </li></ul><ul><li>S: Self-orientation </li></ul>Source: David Maister
    22. 35. Trust in practice 1
    23. 37. Relationships (1/2) Expert Scope of advice Depth of personal relationship Expert + Valuable Resource Coach Service based Needs based Relationship based Trust based
    24. 38. Relationships (2/2) Source: David Maister Service Based Needs Based Relation Based Trust Based Focus Answer, expert. Business Problem Client Org. Client as individual Energy Explaining Problem solving Providing insights Understanding Client Client rec.: Information Solutions Ideas Safe haven for issues KSF’s Timely, quality Problems resolved Repeat business Creative pricing…
    25. 39. Influence…trustworthy 2 Source: McKinsey & Co. Approach What happens Explaining Legitimising Logical persuading Asking Appealing to friendship Socialising Consulting Stating Stating Inspiring Appealing to values Modelling Exchanging Exchanging Alliance Building Alliance building
    26. 40. Influence…withOUT integrity <ul><li>Avoiding </li></ul><ul><li>Threatening </li></ul><ul><li>Intimidating </li></ul><ul><li>Manipulating </li></ul>2
    27. 42. Becoming a trusted advisor <ul><li>Study sincerely your customer/client </li></ul><ul><li>Do you know what you don’t know? </li></ul><ul><li>SHUT UP and listen </li></ul><ul><li>Do what you promised </li></ul><ul><li>Notify IN ADVANCE if you can’t </li></ul><ul><li>Do MORE (without business developing) </li></ul><ul><li>Have FUN in what you do </li></ul>
    28. 43. Analyse your current relationship Distant (cold) Close (warm) Lots of Talking Lots of Listening Free Script Subject only No scope process nature action scope Source: Rudy Vandamme TRUST TRUST TRUST
    29. 44. Rules of thumb <ul><li>A chat with mom and dad </li></ul><ul><li>Go first! </li></ul><ul><li>Illustrate, don’t tell </li></ul><ul><li>Listen for what’s different, not for what’s familiar </li></ul><ul><li>Be sure your advice is asked for </li></ul><ul><li>Earn the right to give advice </li></ul><ul><li>Keep asking </li></ul><ul><li>Say what you mean </li></ul><ul><li>When you need help, ask for it </li></ul><ul><li>Show an interest in the person </li></ul><ul><li>Use compliments, not flattery </li></ul><ul><li>Show appreciation </li></ul>
    30. 45. Things I do... <ul><li>Pyramid Principle </li></ul><ul><li>PIP </li></ul><ul><li>Six thinking hats </li></ul><ul><li>“ Pre-wire” </li></ul>
    31. 46. Peer coaching
    32. 47. Reveal yourself
    33. 48. The Saints did not pray to the Good Lord for instructions on what to do. The Bible was already clear on what was expected of them. Nevertheless, the Saints got down on their knees every day of their lives – to pray that they could find the courage and strength to do the right thing. Old Mexican proverb
    34. 49. Sources of inspiration
    35. 50. bedankt De fuik dient om de vis te vangen. Als de vis gevangen is, vergeet dan de fuik. De strik dient om de haas te vangen. Als de haas gevangen is, vergeet dan de strik. Het woord dient om de gedachte te vangen. Als de gedachte gevangen is, vergeet dan het woord.