Chapter 10. Moving to Advocacy

In this chapter, I respond to the question posed by a CEO at the end of the last chapter: “How do I get my firm to move to the new paradigm?” I discuss this question in terms of things you need to do as a leader in your organization. I assume you’re a member of the management team that makes things happen at your firm. You do not necessarily need to be CEO; often the change agents in an organization are scattered throughout the organization chart. Viewing you as a change agent, I present here what you must do to make an advocacy strategy successful. First, you have to empathize with your customers and experience their decision process—feel their power. Then you need to change the culture of the company from viewing ...

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