This document outlines an agenda for a workshop on becoming a trusted advisor. The agenda includes introductions, learning objectives, a profile of the speaker David Maister, lectures on traits of trusted advisors and how to give advice, exercises on developing "Ten Commandments" for advisors and using language effectively, and a closing exercise on developing strengths and reducing weaknesses. The workshop aims to help consultants understand how to be helpful rather than just right, build strong relationships with clients, and give advice in a sensitive way that avoids defensiveness. Interactive elements include videos, group discussions, and a force field analysis of factors that support or constrain becoming a trusted advisor.
Becoming a trusted advisor - what consultancy really is aboutjenspas
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
Are you looking for ways to take your career to the next level? Do you want people inviting you to the conversation rather than you chasing them? Join us to get tips for building trust and become a valued advisor.
Becoming a trusted advisor - what consultancy really is aboutjenspas
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
Are you looking for ways to take your career to the next level? Do you want people inviting you to the conversation rather than you chasing them? Join us to get tips for building trust and become a valued advisor.
The Trust Equation - A presentation by Javan Bramhall at Pathway2Grow The Pathway Group
This is the powerpoint slides used by Javan Bramhall from Digital Glue talking about "The Trust Equation" - The presentation was delivered at a Pathway2Grow Business Networking event in August 2015 to an audience of over 60 Business owners
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
Trust and Transparency can be very vague things. So chasing them can be difficult. This presentation reviews Charles Felton's work on dividing trust into 4 clear competenciesand how we can polish them to grow our careers.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
DISC Assessment Facilitation Guide - LeadershipHellen Davis
Use our DISCflex Facilitation Guide to teach workshops on DISC. The PPT has notes for the facilitator and will walk you thru how to use DISC with a team or group.
The Ladder of Accountability is a tool for assessing the current state of accountability in your organization. Just as Ladders have rungs, accountability has levels. Individuals who cling to the bottom of the ladder tend to avoid accountability while those who climb the ladder embrace it.
The Rungs are from bottom to Top:
Unaccountable
1. Denial - People here pretend that there is not a problem. It's not that they're unaware of the problem but willfully ignore it.
2. Blaming - People here are aware that the problem exists but deny responsibility and shift blame to others. They often tell stories of how people/situations/etc. take advantage of them.
3. Excuses - The "I Can't Stage". People here avoid responsibility by claiming confusion or incompetence. They tend to avoid tough issues and situations. They often say, "Just tell me what to do!".
4. Wait & Hope - People here know there is a problem that requires action and they choose not to act in the hope that things will magically improve.
Accountable
5. Acknowledge Reality - People Here let go of magical thinking and acknowledge the reality of circumstances or events.
6. Own-It/ Take a Position - People here own the problem and honor their commitments and responsibilities. They no longer make excuses or blame others.
7. Find/Create Solutions - People here own the problem and own the solution. They actively seek to implement solutions, and even if they can't directly do it, they will work to move those who can.
8. Implement Solutions - People here are all "on board". Whether or not they are the sole decision-maker, they assume responsibility for implementing their solutions and are committed to success.
Need help leading your organization up the ladder of accountability? We have custom learning solutions for inspiring accountability and leading confidently. Just give us a call.
P: (609) 606-9984 E: info@infoprolearning.com W: ww.infoprolearning.com
Does just the word accountability make you cringe? Do you want to run and hide?
Team accountability, personal accountability each help your results to improve.
Learn how to build a workplace where everyone is excited to do their job.
https://compassroseconsulting.com/coaching-staff-success
The Trust Equation - A presentation by Javan Bramhall at Pathway2Grow The Pathway Group
This is the powerpoint slides used by Javan Bramhall from Digital Glue talking about "The Trust Equation" - The presentation was delivered at a Pathway2Grow Business Networking event in August 2015 to an audience of over 60 Business owners
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
Trust and Transparency can be very vague things. So chasing them can be difficult. This presentation reviews Charles Felton's work on dividing trust into 4 clear competenciesand how we can polish them to grow our careers.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
DISC Assessment Facilitation Guide - LeadershipHellen Davis
Use our DISCflex Facilitation Guide to teach workshops on DISC. The PPT has notes for the facilitator and will walk you thru how to use DISC with a team or group.
The Ladder of Accountability is a tool for assessing the current state of accountability in your organization. Just as Ladders have rungs, accountability has levels. Individuals who cling to the bottom of the ladder tend to avoid accountability while those who climb the ladder embrace it.
The Rungs are from bottom to Top:
Unaccountable
1. Denial - People here pretend that there is not a problem. It's not that they're unaware of the problem but willfully ignore it.
2. Blaming - People here are aware that the problem exists but deny responsibility and shift blame to others. They often tell stories of how people/situations/etc. take advantage of them.
3. Excuses - The "I Can't Stage". People here avoid responsibility by claiming confusion or incompetence. They tend to avoid tough issues and situations. They often say, "Just tell me what to do!".
4. Wait & Hope - People here know there is a problem that requires action and they choose not to act in the hope that things will magically improve.
Accountable
5. Acknowledge Reality - People Here let go of magical thinking and acknowledge the reality of circumstances or events.
6. Own-It/ Take a Position - People here own the problem and honor their commitments and responsibilities. They no longer make excuses or blame others.
7. Find/Create Solutions - People here own the problem and own the solution. They actively seek to implement solutions, and even if they can't directly do it, they will work to move those who can.
8. Implement Solutions - People here are all "on board". Whether or not they are the sole decision-maker, they assume responsibility for implementing their solutions and are committed to success.
Need help leading your organization up the ladder of accountability? We have custom learning solutions for inspiring accountability and leading confidently. Just give us a call.
P: (609) 606-9984 E: info@infoprolearning.com W: ww.infoprolearning.com
Does just the word accountability make you cringe? Do you want to run and hide?
Team accountability, personal accountability each help your results to improve.
Learn how to build a workplace where everyone is excited to do their job.
https://compassroseconsulting.com/coaching-staff-success
Consulting psychologists have special expertise in matters crucial to organizational effectiveness and success, but to best support our clients we need to be trusted advisors, not just experts. (Presented at the annual conference of the Society of Consulting Psychology, Feb. 7, 2009)
The Integral Auditor - Trusted Advisor in a Complex World.pptDavid Mallard
Leveraging Integral theory, this presentation talks to the question of how to optimally blend internal audit, risk and related technical skills with relational capacity with a view achieving Trusted Advisor status.
Sales Webinar | From Vendor to Trusted AdvisorAltify
Gain insight on the impact on a customer of a bad buying decision is always worse than the impact on a sales person of a lost sale. When you genuinely have your customers’ interest at heart, good things happen. So how do you build up the trust with your customers so that they feel investing in you and your products and services is a win-win?
How to procure consulting services effectively and to ensure that you get what you pay for. This means knowing what you need and want before contracting for the service. This presentation was made at the ICMCI International Consulting Conference held in Seoul Korea in September 2014
'Need to know': How to engage and update stakeholdersIIBA UK Chapter
Slides from a presentation given by Annette Andresen to a joint meeting of IIBA UK and PMI London branch on 2 October 2014.
One of the biggest challenges faced by project managers and BAs is engaging stakeholders at the right time and with the right information. Done well, you can build support and be given the space to get on with delivering your project. Done badly, your stakeholders will become resistant or begin to involve themselves in the project minutiae, demanding more status updates and wanting more control of the project.
In this presentation, Annette Andresen will provide some tips on how to identify your stakeholders, how to engage them and how to present them with meaningful information.
Objective of the Module
- Achieve more in less time
- Work more effectively
- Manage more business tasks and projects
- Contribute more to business results
ABE LEVEL 4 FOUNDATION EMPLOYABILITY & SELF DEVELOPMENT Uesd session 07.10.19Caron Gangoo
These are 3 main session of ABE LEVEL 4 UESD delivered by Greenwich University Pakistan-Mauritius main campus in Rodrigues Island (Republic of Mauritius) in October 2019
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, WesleyShaniqua Jones, MA
Authentic leaders show to others that they genuinely desire to understand their own leadership to serve others more effectively (George, 2010).
From a theoretical and practical research view as well as one who exemplifies Authentic Leadership, Dr. Martin L. King Jr.;the constructs and development of Authentic Leadership; and a training component...you will be able to understand your authenticity!
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
20. Understand what forces drive you towards being a trusted advisor and those that hold you back4 | June 15, 2011
21. David Maister Widely acknowledged as one of the leading authorities on managing professional services firms 5 | June 15, 2011
22. From Consultant to Trusted Advisor Introduction: Why do Clients Buy? Traits of a Trusted Advisor Professionalism Rules of Relationships How to Give Advice How to Use Language to Get What You Want Dealing with Client Politics Closing Exercise 6 | June 15, 2011
23. Why Do Clients Buy? 7 | June 15, 2011 Insecure Impatient Concerned Worried Suspicious Skeptical
24. Why Do Clients Buy? 8 | June 15, 2011 Understand industry, situation, company Trust to do the right thing Care Clients want someone who will care!
25.
26. Have you ever hired a lawyer, accountant, physician? Why or how did you decide to choose them? 9 | June 15, 2011
52. Professionalism is an attitude, a demeanor, not a set of competencies.A real professional is a technician who cares! 16 | June 15, 2011
53. Professionalism Thinking about your recent work … “God I love this work! This is why I do what I do” “It’s OK; I can tolerate this; it’s what I do for a living” “I hate this part – I wish I could get rid of this junk” 17 | June 15, 2011
58. Professionalism Tolerable, Acceptable, BORING… Exciting, Interesting, FUN… The better you are at identifying “good” work (work you like to do) and getting hired to do it, the better your chances of working on fun stuff with people you care about! 20 | June 15, 2011
59.
60. Ultimately new business is won only when the client believes the consultant is interested, cares and is trying to help.
61. Faking sincerity may work sometimes, but faking sincerity is a prostitute’s tactic, not a professional’s. 21 | June 15, 2011
62. Professionalism New business is won when the client believes you’re interested, you care and you’re trying to help. 22 | June 15, 2011
63.
64. Let’s see what else…http://davidmaister.com/video.videocast/452/ Sensitive Supportive Understanding Considerate Thoughtful 23 | June 15, 2011
67. Deal with Clients as unique human beingsShare an example demonstrating how you truly valued a client and the relationship? 24 | June 15, 2011
68. Rules of Relationships Our most common downfalls… We listen for the things that we recognize and have met before, so that we can draw upon past experiences to use the words, approaches and tools that we already know well. “Sometimes I feel like I’m explaining things to a child. My client can’t seem to grasp even the basic logic of what I’m saying. I feel like saying shut up; just accept what I’m telling you! I’m the expert here!” 25 | June 15, 2011
69.
70. You must develop the skills to tell clients they are wrongin such a way that they will actually thank you for it.26 | June 15, 2011
71.
72. Effectively giving advice is crucially dependent on a deep understanding of the personalities involved
73. Act as if you were trying to advise your mother or father!27 | June 15, 2011
79. How to Use Language to Get What You Want To get what you want from someone, focus on giving them what they want. 29 | June 15, 2011
80. How to Use Language to Get What You Want Successful consultants are typically driven, rational and meritocratic with a high need to achieve. It is natural for such people to be focused on their own individual performance and to constantly look for confirmation that they are right. http://davidmaister.com/video.videocast/420/ 30 | June 15, 2011
81. How to Use Language to Get What You Want Using some examples from your recent client experiences, develop a list of Hard and then associated “Soft” phrases that can be used by colleagues to ensure more open-ended, effective communication. 31 | June 15, 2011
82.
83. An expert sense of what “success” might look like for this client based on your intellect and experienceSocratic Teaching Takes Patience! 32 | June 15, 2011
87. How do you think the key stakeholders will react if we do that?
88. How do you suggest we deal with the potentially adverse consequences of such an action?
89. Many other companies have encountered difficulty with that approach. What can we do to prevent such things from occurring here?
90. What benefits might result if we tried the following approach? Can you think of other questions to add to this list? 33 | June 15, 2011
91.
92. Seek to build consensus – rarely is there ever just one client!
93. Learn and practice the skills and tools that will help bring different players with different agendas “on board”.
94. You cannot simply schedule a meeting and hope to facilitate all of the different points of view in “real time”….So, what might you do???? 34 | June 15, 2011
95. Dealing with Client Politics It’s tempting to think that conflicting agenda’s, priorities and “turf wars” are the clients’ issues– not yours. However, unless you can learn to deal with these issues, your advice will not likely be acted upon. 35 | June 15, 2011
99. Force Field Analysis Exercise Working in two groups, divide your flip chart paper in half and label the titles (underlined in red) as follows: Current Practices to Support Client Work Restraining Forces Driving Forces Desire to be Successful Apathy Competition Work rules Earnings incentives Lack necessary skills Etc. Etc. Brainstorm as a group what issues/factors/practices belong on which side. Try to align them so that one side is the “offset” of the other. 37 | June 15, 2011
100. Feedback 38 | June 15, 2011 Open dialogue: What’s worked What should we do differently next time? Volunteers/Suggestions for next session
Editor's Notes
A synopsis of key messages related to “How to Give Advice” and “The Consultant’s Role” from “master” consultant David Maister using lecture, videos, interactive discussion and exercises to achieve the following:
Author of many books, articles and videos on the topics of consulting, professionalism, strategy, advising clients and effective managementAdvises firms in a broad spectrum of services across the globe – consultants, lawyers, doctors, etc. Latest book: Strategy and the Fat Smoker, published in 2008A native of Great Britain, he holds degrees from the University of Birmingham, the London School of Economics and a doctorate from the Harvard Business SchoolFaculty member at Harvard Business School from 1979-1985Highly sought-after speaker
What are the some common emotions that a client might feel when they are getting ready to select and work with an external consultant?
What clients want is someone who understands their interests (industry, situation, company, etc.) and who will not put his/her own personal interests ahead of theirs (appearing to be smart, meeting the project budget, selling more work, etc.)Clients want someone who they can trust to do the right thing.Clients want someone who will care!
While the list is long, the key messages are simpleLet’s review them quickly and then open up a discussion about our own personal strengths as “trusted advisors”
– but few of us ever took classes in developing social, interpersonal, communication and emotional skills!!!
Select a group lead and using any facilitation technique you are comfortable with, reach consensus on the “Ten Commandments” of a TayganPoint version of a “Trusted Advisor”.Select 2-3 traits on your list and be prepared to provide real client examples of how you successfully demonstrated that trait. Estimated time: 20 minutes to complete/10 minutes to debrief
What’s the opposite of a consultant “professional”?No, it’s not “unprofessional” – People don’t care how much you know until they know how much you care
Would it surprise you to learn that in most large, prestigious global consulting firms, consultants estimated 20-25% of their work fell into the top category; 60-70% fell into the second; and 5-20% fell into the last category?
If you really are interested in a client and can clearly demonstrate both your ability and willingness to help, you can earn their trust.Consultants who succeed in the long run are those who can sustain the magic and excitement they felt when they were first setting out in their careers. energy, enthusiasm and drive –these characteristics are so scarce today that they have turned out to be the dominant competitive advantage for both individual consultants and firms!
So if you want to spend the majority of your professional life working on exciting things with interesting people, it makes sense to make an effort to practice business development. Why?For one main reason – the better you are at identifying “good” work (work you like to do) and getting hired to do it, the better your chances of working on fun stuff with people you care about. Professionalism and marketing are not in conflict with each other at all! They are the same thing – both are defined by a dedication to helping people.
One could argue that the consultant’s task is to make the client think that the consultant cares, meaning that consultants must learn how to fake sincerity. Indeed many sales training courses are filled with such tips.You will get hired, rehired, obtain referrals and have lessened fee sensitivity to the extent that you care passionately both about your work and your client. Act like a true professional, aiming for true excellence, and the money will follow. Act like a prostitute, with an attitude of “I’ll just do it for the money”, and you’ll lose the premium that excellence wins.
Sincerity counts! Faking sincerity may work sometimes, but faking sincerity is a prostitute’s tactic, not a professional’s.Ultimately new business is won only when the client believes the consultant is interested, cares and is trying to help. You will get hired, rehired, obtain referrals and have lessened fee sensitivity to the extent that you care passionately both about your work and your client.
To earn a relationship, you must go first. The client must visibly perceive that you are willing to be the first to make an investment in the relationship in order to deserve it.To make someone believe something about you, you must demonstrate, not just assert.And you must convince them that you are dealing with them as a unique human being – not just another “pharma client” or another “IT person” or some similar group or class.What are some examples from your own client relationships that demonstrated that you truly valued them and the relationship?
Many professionals approach the task of giving advice as if it were an objective, rational exercise based on their technical expertise.Unfortunately, giving advice is almost never exclusively a logical process.It is not enough for a professional to be right; an advisor’s job is to be helpful!You must develop the skills to tell clients they are “wrong” in such a way that they will actually “thank” you for it.
While criticizing a client is by definition part of the normal consulting process, all suggestions for improvement imply that not everything is being done well at this moment– and it is usually the person who hired you who is responsible for this current state!No matter how technical one’s field or discipline, the act of giving advice is crucially dependent on a deep understanding of the personalities involvedAlthough advising clients sometimes feels like explaining things to a child, the secret is to do just the opposite: Act as if you were trying to advise your mother or father!
It’s not about us!In the midst of a conversation, how often do you find yourself thinking?
But this doesn’t necessarily create an environment focused on active listening and building trust
Breakout
A good teacher needs two key skills:A really deep and solid understanding of the client’s current problem/state that you can only get to by asking a lot of questions and really listening.An expert sense of what “success” might look like for this client based on your intellect and experience.Your goal is to influence the client so that eventually they arrive at the idea themselves – you have just played the role of educated guide, leading them on a journey of self-discovery. This is the nature of Socratic teaching.
The advisor’s role as a guide becomes more difficult when dealing with committees, teams or any situation involving more than one decision-maker. (Unless you are Joy!)
It is tempting (probably true) to think that conflicting agenda’s, priorities and “turf wars” are the clients’ fault – not yours. However, unless you can learn to deal with these issues, your advice will not likely be acted upon, and thus, you will not be seen as a helpful, valuable advisor.
As a group, let’s develop a “Force Field Analysis” with respect to what factors/traits/skills/cultural forces enable us – and those that constrain us - in our quest to become “trusted advisors”. What is a Force Field Analysis? An approach to weighing pros & cons, looking at all factors that will operate to advance or inhibit a desired change To do a Force Field Analysis:List all forces for changeFor (What Circumstances/Conditions Enable Us to Be Trusted Advisors)Against (What Circumstances/Conditions Make us Ineffective as Consultants)Draw a diagram (following slide) showing forces and strengths Then individually, determine actions to take to: Reduce strength of opposing forces (Improvement Opportunities) Strengthen forces in support (Best Practices)