book

The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust

by Charles H. Green, Andrea P. Howe

November 2011

Beginner to intermediate

288 pages

8h 15m

English

Wiley

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Cover
Endorsements
Title Page
Copyright
Dedication
Acknowledgements
Introduction
Why a FieldbookWho Should Read this BookHow to Use this BookWhere to Begin
Part I: A Trust Primer
Chapter 1: Fundamental Truths
Fundamental Truth 1: Trust Requires Trusting and Being TrustedFundamental Truth 2: Trust Is PersonalFundamental Truth 3: Trust Is about RelationshipsFundamental Truth 4: Trust Is Created in InteractionsFundamental Truth 5: There Is No Trust without RiskFundamental Truth 6: Trust Is ParadoxicalFundamental Truth 7: Listening Drives Trust and InfluenceFundamental Truth 8: Trust Does Not Take TimeFundamental Truth 9: Trust Is Strong and Durable, Not Fragile Fundamental Truth 10: You Get What You Give
Chapter 2: Fundamental Attitudes
Fundamental Attitude 1: Principles over ProcessesFundamental Attitude 2: You Are More Connected than You ThinkFundamental Attitude 3: It’s Not about YouFundamental Attitude 4: Curiosity Trumps KnowingFundamental Attitude 5: Time Works for You

Chapter 3: The Dynamics of Influence
Earning the Right to Be Right: Three StepsA Five-Point Checklist for Influencing Meetings
Chapter 4: Three Trust Models
The Trust EquationThe Trust Creation ProcessThe Trust Principles
Chapter 5: Five Trust Skills
ListenPartnerImproviseRiskKnow Yourself
Part II: Fundamental Truths
Chapter 6: Listen
The Listening Differentiator: Empathy Four Barriers to Paying AttentionThree-Level ListeningListening for DataSeven Listening Best PracticesYour Everyday Empathy Workout: Low Weights, High Reps
Chapter 7: Partner
Partnering TraitsTen Common Partnering BarriersSelf-Assessment: Are You Primed for Partnership?Specific Ways to Build Your Partnering Muscle
Chapter 8: Improvise
The Science behind Moments of TruthHow Moments of Truth Become Moments of MasteryThe Practice of ImprovisationRole-Play Your Way to Mastery
Chapter 9: Risk
The Relationship between Trust and RiskSix Ways to Practice Risk-TakingThe Three-Question Transparency TestA Tool for Truth-Telling: Name It and Claim ItThe Power of Caveats
Chapter 10: Know Yourself
How Blind Spots Impede Trust-BuildingThree Approaches to Expand Your Self-KnowledgeHow to Use Self-Knowledge to Increase Trust
Part III: Developing Business with Trust
Chapter 11: Trust-Based Marketing and Business Development
Focus on Your CustomerCollaborate to Drive New BusinessFocus on Relationships, Not Transactions Be Transparent with Prospects and Clients
Chapter 12: Trust-Based Networking
Ten Best Practices for Trust-Based NetworkingTechnology and Trust-Based Networking
Chapter 13: Delivering the Pitch
Sometimes the Best Pitch Is No PitchDon’t Skip the Pre-pitch Warm-UpMake It Interactive Have a Point of ViewTake the Preoccupation Out of PriceWith PowerPoint, Less Is MoreStop Selling Your QualificationsDo Not Denigrate the CompetitionBe Willing to Ditch the Pitch
Chapter 14: Handling Objections
The Problem: How You Think about ObjectionsThe Antidote: Change Your Thinking Three Ways to Improve the Quality of Your Conversations
Chapter 15: Talking Price
The Price Isn’t the ProblemWhen to Talk PriceHow to Address Price ConcernsThe Three Primary Drivers of Price ConcernsA Special Case: The Engineer Buyer
Chapter 16: Closing the Deal
Six Reasons Not to Always Be ClosingFive Practices to Stop Closing and Start Helping
Chapter 17: Developing New Business with Existing Clients
First, Deepen the RelationshipMove UpstreamCross-SellSeek Referrals
Chapter 18: Selling to the C-Suite
What Sets the C-Suite ApartA Different Kind of PreparationNine Best Practices for Successful C-Suite Meetings
Chapter 19: Reviving Stalled Relationships
How to Re-EngageWhen It’s Time to Walk Away
Part IV: Managing Relationships with Trust
Chapter 20: Starting Off Right
Three Ways Kickoffs Go Wrong Four Key Ingredients for a Successful KickoffA Word of Caution
Chapter 21: Accelerating Trust
Three Steps for Creating Trust Quickly21 Ways to Build Trust … Fast
Chapter 22: Navigating Politics
Seven Best Practices for Dealing with Organizational PoliticsThe Special Challenges of Client Politics
Chapter 23: Shifting from Tactics to Strategy
The Strategy Blind SpotFour Key Questions to Shift the ConversationHow to Engage Strategically
Chapter 24: Selling to the C-Suite
What Lies Behind Bad BehaviorFrom Difficult to Rewarding: Three StepsReframing: Five Steps to a Better Problem Statement
Chapter 25: Dealing with Untrustworthy People
Blame and an Inability to ConfrontConstructive ConfrontationWhen You Can’t Confront When to Walk Away
Chapter 26: Trust-Based Negotiations
Where Negotiations Go WrongChanging the Game by Working from Trust
Chapter 27: Building Trust at a Distance
The Key to Building Trust at a Distance: FamiliarityThe Role of Technology in CommunicationTen Best Practices for Managing Virtual Teams
Part V: Building and Running a Trustworthy Organization
Chapter 28: Making the Case for Trust
Economic Benefits of TrustSocial Benefits of TrustEthical Benefits of Trust
Chapter 29: Creating a Culture of Trust
Two Keys to Trust Culture Change: Virtues and ValuesImplementing Trust InitiativesSpotlight on Trust Diagnostics
Chapter 30: Trust in Internal Staff Functions
The Top Trust Barriers by FunctionFive Trust-Enhancing Opportunities for Internal StaffDon’t Confuse Your Metrics with Your Mission
Chapter 31: Training for Trustworthiness
The One-Two Punch for Trustworthiness TrainingHow to Set Off the Aha: A Nine-Point ChecklistEleven Ways to Make It StickCreate the Right Learning Environment
List of Lists
Chapter 1 Fundamental TruthsChapter 2 Fundamental AttitudesChapter 3 The Dynamics of InfluenceChapter 4 Three Trust ModelsChapter 5 Five Trust SkillsChapter 6 ListenChapter 7 PartnerChapter 8 ImproviseChapter 9 RiskChapter 10 Know YourselfChapter 11 Trust-Based Marketing and Business DevelopmentChapter 12 Trust-Based NetworkingChapter 13 Delivering the PitchChapter 14 Handling ObjectionsChapter 15 Talking PriceChapter 16 Closing the DealChapter 17 Developing New Business with Existing ClientsChapter 18 Selling to the C-SuiteChapter 19 Reviving Stalled RelationshipsChapter 20 Starting Off RightChapter 21 Accelerating TrustChapter 22 Navigating PoliticsChapter 23: Shifting from Tactics to StrategyChapter 24 My Client Is a Jerk: Transforming Relationships Gone BadChapter 25 Dealing with Untrustworthy PeopleChapter 26 Trust-Based NegotiationsChapter 27 Building Trust at a DistanceChapter 28 Making the Case for TrustChapter 29 Creating a Culture of TrustChapter 30 Trust in Internal Staff FunctionsChapter 31 Training for Trustworthiness
Notes
Chapter 1 Fundamental TruthsChapter 2 Fundamental AttitudesChapter 3 The Dynamics of InfluenceChapter 4 Three Trust ModelsChapter 5 Five Trust SkillsChapter 6 ListenChapter 7 PartnerChapter 8 ImproviseChapter 9 RiskChapter 10 Know YourselfChapter 11 Trust-Based Marketing and Business DevelopmentChapter 12 Delivering the PitchChapter 13 Delivering the PitchChapter 14 Handling ObjectionsChapter 16 Closing the DealChapter 17 Developing New Business with Existing ClientsChapter 21 Accelerating TrustChapter 25 Dealing with Untrustworthy PeopleChapter 26 Trust-Based NegotiationsChapter 27 Building Trust at a DistanceChapter 28 Making the Case for TrustChapter 29 Creating a Culture of TrustChapter 30 Trust in Internal Staff FunctionsChapter 31 Training for Trustworthiness
Selected Bibliography
About the Authors
Charles H. GreenAndrea P. Howe
Index

Content preview from The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust

Part III

Developing Business with Trust

Traditional approaches to marketing, business development, and sales too often create an adversarial relationship between buyer and seller: one does to and the other is done to. The trust-based view of these critical business functions centers on creating relationships and being of help.

Section III explores specific ways to use trust to radically alter the traditional dynamic and exponentially improve results. This section uses real-life examples to explore a full range of challenges, from trust-based networking to talking price to selling to the C-suite.

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The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust

by Charles H. Green, Andrea P. Howe

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.