Entries by Charles H. Green

Competing With Colleagues

Co-opetition. Have you heard the term tossed around? It’s one that I learned earlier on in my career and has always stayed with me. A catchy phrase, to be sure; but how do you do it? — When I wrote The Trusted Advisor with David Maister and Rob Galford, it became reasonably successful within several months. (Amazingly,16 […]

Operating Transparently

Transparency is one of the Four Trust Principles for creating trust-based organizations. The other three are other-focus, collaboration, and a medium-to-long term perspective (aka relationships over transactions). Here’s the business case for transparency. The article Is Transparency Always the Best Policy? first appeared a few years ago in Harvardbusiness.org. The article is about Paul Levy, President […]

Why Listening to Sales Experts May Be Hazardous to Your Sales

A sales expert, I’m not. A trust expert, I think I’ve become. And it turns out, there’s a big overlap. — One of the interesting points in Neil Rackham’s classic SPIN Selling is that certain techniques developed for small-item selling – notably closing – actually backfire when applied to larger, more complex sales. In other […]

Don’t Focus Just on Skillsets

It’s become a truism: you can’t manage what you can’t measure. (Actually, it’s quite a debatable proposition.) A corollary is that therefore what matters are observable behaviors, hence the essence of training is to develop skills that generate those behaviors. We’ve all seen, in the opening page of nearly every corporate training session’s objectives statement, […]