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Story Time: Want a Relationship Breakthrough? Role-Play Your Client.

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Our Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story proved that good intentions won’t keep you from screwing up. Today’s story highlights the business value of taking time to see the world from another’s perspective.

A New Anthology

When it comes to trust-building, stories are a powerful tool for both learning and change. Our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness.

Today’s story is excerpted from our chapter on training for trustworthiness. It vividly demonstrates how a little role-playing—walking in your clients’ shoes—goes a long way.

From the Front Lines: Role-Playing Pays Off

The value of role-playing couldn’t be highlighted any better than the example that one of our course participants experienced in real time at one of my (Charlie’s) sessions. The exercise asked a group of business leaders to play the role of one of their most challenging clients while a colleague held a typical meet-and-greet.

One male partner chose a woman who was then a presidential appointee at one of Washington’s largest government agencies. The partner was flummoxed by two aspects of the relationship. One, a number of her direct reports were using the services of his organization, so he had to be careful of jumping the chain of command. Two, she kept asking for feedback, and what others inside and outside the organization were saying about her, a question he didn’t feel he could answer without jeopardizing the firm’s relationship.

The exercise got off to a good start, but then the ‘client’ asked over and over: ‘How are we doing?’

The other executive in the role play finally said: ‘Why do you keep asking that?’

The ‘client,’ the senior partner, answered quickly: ‘I’m just looking for information.’

A light bulb went off: she hadn’t been asking about how her staff felt about her; she was looking for information outside her own glass bubble as a senior official.

The senior partner immediately shot off an e-mail asking his client to have coffee and catch up. She answered right away with: ‘I’ll buy.’

—Charles H. Green, about Greg Pellegrino (Global Industry Leader for the Public Sector Industry, Deloitte)

Connect with Greg on LinkedIn or read his blog.

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Story Time: Innovation, Trust, and the Freedom to Fail

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Our Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story proved that he who eats with chopsticks wins. Today’s shows how trust can impact innovation, productivity, and staff retention.

A New Anthology

When it comes to trust-building, stories are a powerful tool for both learning and change. Our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness.

Today’s story is excerpted from our chapter on making the case for trust. It vividly demonstrates how providing the freedom to fail, take risks, and build on others’ ideas increases a team’s ability to innovate.

From the Front Lines: A Trust-Based Business Unit

In 2005, Ross Smith became Director of an 85-person software test team within Microsoft. His team had great technical skills, passion, and excitement, but felt underutilized and unchallenged. Ross set out to improve innovation and productivity. Exploring options, they ran across a University of British Columbia study by John F. Helliwell and Haifang Huang that equated the impact of high organizational trust to significant pay raises in terms of creating job satisfaction.

The team suddenly realized that innovation required freedom to fail, risk taking, building on others’ ideas—all behaviors grounded in high trust. That cognitive snap, that a high-trust organization would address underutilization and latent talent, was the beginning of the solution.

In a high-trust organization, individuals could apply their skills, education, and experience at their own discretion. They could take risks and change processes themselves because managers would trust them. The question was this: how to do it?

Ross asked the team to identify behaviors they felt influenced trust, positively or negatively. They realized that trust was subjective, situational, and very individual, and there was no single behavioral answer. As a result, the team put together a detailed playbook describing simple principles with discussion about how to implement.

They also modeled risk-taking and trust-building by using games to approach problems; everyone was allowed to play, experiment, and fail.

Microsoft is a heavy user of metrics, for Ross’s team as well as throughout the company. The first noticeable difference was a higher-than-normal level of retention. After two and a half years, other things started to change dramatically—new test tools and new techniques were developed, and a high level of collaboration and partnership was working. Productivity numbers started to rise. As the project finished, the team was rated at or near the top across virtually every Microsoft productivity metric.

When Ross and several others from the original team moved to another division, they set out to introduce the trust-building ideas and practices which had worked so well before. Once again, they saw a high retention rate, a broader application of talent, and higher productivity numbers.

The metrics followed the changes in mind-set and behavior—not the other way around.

—Ross Smith (Microsoft), as told to Charles H. Green

Find out more about Ross’s experiments in management innovation and trust, or read his blog on productivity games.

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Story Time: He Who Eats With Chopsticks Wins

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Our Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story proved that trust is personal.  But what does it take to really close a deal?

A New Anthology

When it comes to trust-building, stories are a powerful tool for both learning and change. Our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness.

Today’s story is excerpted from our chapter on the dynamics of influence. It vividly demonstrates how non-rational factors—like respect for tradition—can make or break a sale.

From the Front Lines: Decisions Aren’t Just Rational

Russell Feingold, now of Black & Veatch, recalls an early-career sales win.

“The client was a large electric utility in Hong Kong, and the project was complex. My company invested considerable time preparing our proposal, responding to questions, and meeting with the client face to face in Hong Kong. We won the project.

“However, it was during our working lunches that I really won the client’s trust—by my proficiency with using chopsticks. Quite simply, my clients appreciated my respect for their tradition, when even their own children were turning to Western ways of eating. To this day I believe my ability to use chopsticks not only ingratiated me with our client for the remainder of the project, but was a deciding factor in our being selected in the first place.”

—Russell Feingold (Black & Veatch)

What’s the most unexpected factor that’s won you a job?

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Story Time: It’s Trust, Therefore It’s Personal

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Our Story Time series brings you real, personal examples from business life that shed light on ways to lead with trust. Our last story illustrated how one conversation changed everything. Today’s selection highlights  the value of making a personal connection.

A New Anthology

When it comes to trust-building, stories are a powerful tool for both learning and change. Our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness.

Today’s story is excerpted from our chapter on selling to the C-suite. It vividly demonstrates the value of paying attention to more than just the task-at-hand, and taking the risk to put personal before business.

From the Front Lines: Taking a Chance on Connection

Gary Celli tells a story of the business value of building trust quickly with a C-level client.

“I was working in California for a multi-national high-tech company. I was a project manager at the time, and the project I was leading was rife with difficulties—nothing atypical, just the usual stuff. We were also trying to position additional work with the customer.

“One day, the CIO asked specifically to meet with me. Until that point I had been dealing with his directors, so he and I hadn’t spent any time together beyond a brief interaction at the big project kickoff meeting. You can imagine I was a little on edge about the meeting.

“The first thing I noticed when I arrived at his office was what a mess it was. There were papers all over the place. One chair was so stacked with stuff it wasn’t usable. I glanced around and noticed a copy of the Scranton Journal on the floor—the magazine for my alma mater, the University of Scranton, a small Jesuit university in Pennsylvania. I looked around for a diploma on the wall, but didn’t see anything. So I asked about the magazine.

“It turns out that we were both graduates, now living nearly 3,000 miles away in California. Talking about that really helped break the ice and took the edge off. We spent 30 minutes reminiscing about the school, the campus, the local hang-out bar that all the kids went to. Then we spent about 15 minutes talking about project issues.

“It was a very successful meeting. The bond we had established made it possible for me to glean more information from him and he seemed very open to hearing my perspectives on the project. We got to the heart of the matter in no time. My company also got the follow-on work, and the CIO was a loyal client for years to come.”

—Gary Celli

What’s your next opportunity to make it personal?

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Many Trusted Advisor programs now offer CPE credits.  Please call Tracey DelCamp for more information at 856-981-5268–or drop us a note @ [email protected].

Story Time: How One Conversation Changed Everything

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Our Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story told a tale of risky business. Today’s anecdote zeroes in on the importance of being willing to interrupt the status quo.

A New Anthology

When it comes to trust-building, stories are a powerful tool for both learning and change. Our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness.

Today’s story is excerpted from our chapter on shifting from tactics to strategy. It demonstrates how simple it can be to dramatically alter the nature of a working relationship, and pave the way for delivering far greater value.

From the Front Lines: Upping the Ante

Sarah Agan tells us about the conversation that changed everything with her client, John.

“I had just joined a new consulting firm and was asked to take over as the engagement manager for a project that I soon learned was in dire straits. My client John was happy—he was responsible for a high-priority government-wide initiative with the potential to catapult his career, he had a high-end strategy firm by his side (that was us), and he was getting everything he thought he wanted—a well-documented plan identifying key investments required to guard against terrorist attacks.

“The problem was this: my team was very unhappy. Imagine a group of super-bright, creative, energized young graduates, well-trained in strategy development and execution, assigned to a high-visibility project, sitting in a windowless conference room formatting Excel spreadsheets. It was a troubled project that everyone in my firm had heard about and no one wanted to work on.

“While it was tempting to step in and make a dramatic move, I bided my time. I focused first on developing my relationship with John, understanding his interests and priorities. In several of our initial meetings he made reference to our team as his ‘administrative support.’ At first, I just filed it away. He was happy with the arrangement. He had no idea what he could or should expect from us.

“I also made a point to find out more about how our company had ended up in this predicament. We had fallen into the trap of being seduced by a lucrative long-term contract, doing whatever it took to keep the funding coming.

“One day when John referred to us again as his ‘administrative support,’ I decided it was time to speak up.

“I don’t recall being particularly nervous at the time. I just spoke from the heart: ‘John, this is at least the third time I’ve heard you refer to us as your administrative support. If that’s what you truly feel you need, let us help you find someone who does this as a core competency at a fraction of what you are paying us. If you’re interested in doing things more strategically, I’d love to have that conversation.’

“From that moment, everything shifted. The nature of all our conversations changed. The team began to bring ideas to the table, like helping John host a national workshop—with representatives from across the government, academia, and private industry—so that John could engage all his stakeholders in a way that they would have some ownership for the nationwide plan. It was an extraordinary workshop John’s successor is still talking about years later.

“Now we were positioned to deliver the kind of value we were truly capable of. The project that no one wanted to be on became a project people wanted to be part of.

“The biggest lesson for me in all of this was the importance of being willing to interrupt the status quo and say what had been left unsaid for too long in order to focus on what really mattered to John. Looking back, it was a pretty risky move. It was also the right one. Nothing ventured, nothing gained.”

—Sarah Agan

What’s been left unsaid for too long in one of your relationships?

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Read more stories about trust:

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Many Trusted Advisor programs now offer CPE credits.  Please call Tracey DelCamp for more information at 856-981-5268–or drop us a note @ [email protected].

 

Story Time: Risky Business

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Our Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story told of the upside of being willing to walk away. Principle pays off in today’s story.

A New Anthology

When it comes to trust-building, stories are a powerful tool for both learning and change. Our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness.

Today’s story is excerpted from our chapter on risk-taking. It vividly demonstrates the potential upside of sticking to your guns.

From the Front Lines: Telling a Difficult Truth

Lynn P., a career systems consultant serving largely government clients in the United States, tells a story about taking a risk under pressure.

“Eleven years into my career, I took over a major project. A key phase, testing, was way behind schedule, and the Testing Readiness Review was only two weeks away. Passing the review was a very big deal: it meant completing a milestone and getting a payment for my company.

“I was due to present to all the clients and the senior managers of my own company. It was intimidating—and I was intimidated.

“I was under significant pressure to keep the program moving by passing the review. I also knew that we were not ready to pass.

“Knowing it could cost me my job, I went line by line through our assessment, citing the facts as I saw them. I said we did not pass the review and that we would need to delay to correct the critical items.

“There was complete silence in the room.

“My top executive asked, ‘Are you sure?’

“I said yes.

“After the meeting, both my client and my senior managers approached me informally to commend me for ‘sticking to my guns’ and recommending what I believed to be right.

“Apparently, I had created trust—a lot of it. Over the next 18 months, I was given roles of increasing responsibility, and was eventually promoted to program manager.

“I now believe it was this event that drove the client to increase my role. The experience gave me greater confidence in my own judgment and skills. And finally, it was this program’s success that ultimately propelled my career to the next level.”

The willingness to take a risk by being principled can pay off hugely—as long as you’re doing it for the principles, not the payoff.

—As told to Charles H. Green

When have you stuck to your guns? What payoff did you get?

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Read more stories about trust:

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Listen to a podcast interview with Andrea Howe and Charlie Green on Trust Across America Radio.

Story Time: An Unexpected Way to Recover Lost Trust

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When it comes to trust-building, stories are a powerful tool for both learning and change. Our new Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Today’s anecdote zeroes in on an unexpected way to recover lost trust and appease an unhappy client: listening.

A New Anthology

Our upcoming book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness. In the coming months, we’ll share a selection of stories from the new book with you.

Today’s story is excerpted from our chapter on listening. It vividly demonstrates the value of hearing someone out, resisting the temptation to problem-solve too quickly, and being willing to always do what’s in your client’s best interests—even if that means letting go of the work assignment.

From the Front Lines: Listening to Recover Trust

Catherine Gregory, Senior Principal at SRA International in its Touchstone Consulting Group in Washington, DC, tells a story of the business value of listening.

“I had a team of four working on a long-term project with an important client who especially valued seeing the same faces year after year. In the course of three months, the entire team turned over. I had to deliver the bad news as each team member departed.

“After several turnovers, my client vented to me his frustration. I listened, and then listened some more, as he expressed his concerns and aggravation. He concluded with, ‘I know you are doing all you can. I just had to get that out.’ He was still unhappy and we were able to move forward together.

“Once things were stable with the team, I brought up the possibility of phasing out our support and letting him phase in a contractor who he felt would be more reliable. He didn’t want anyone else; he wanted our team.

“This experience proved to me without a doubt that listening is a critical business skill, and a way to recover trust in the face of challenging circumstances.”

—Catherine Gregory (Senior Principal, SRA International, Touchstone Consulting Group, Washington, DC)

Who in your life is waiting for you to give them a good listening to?

Story Time: Leading with Trust in the C-Suite

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When it comes to trust-building, stories are a powerful tool for both learning and change. Our new Story Time series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Today’s anecdote zeroes in on being trustworthy in the C-suite.

A New Anthology

Our upcoming book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), contains a multitude of such stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness. In the coming months, we’ll share a selection of stories from the new book with you.

Today’s story is excerpted from our chapter on selling to the C-suite. It vividly demonstrates the value of speaking directly, and asking questions that are simple and humble. (And if it leaves you wanting more, check out our eBook, “How to Sell to the C-Suite.”)

From the Front Lines: Asking a Simple Question

Paulo Novaes, a Senior Manager working in Mexico for a global consulting firm, tells a story about the power of asking questions.

“At the due diligence stage of selling to a global bank, I was gathering information on how they work: their existing skills and where the gaps might be. This was a company which traditionally did everything in-house, and we would be their first outsourcing partner.

“The executive in charge told me with great passion of all they had accomplished, the skills they had, and procedures they had put in place, and so on. It was impressive.

“I had to ask a simple, critical question: ‘Why do you need us?’

“Once the client recovered from his surprise, he came back with set of answers: ‘You have the experience, the methodology, the capability to add to all we have built. Also, yes, we are good, we are proud, and have reached a limit in efficiency, with what we can do by ourselves. We need an external partner to complement what we’ve done, who is able to design a solution to fit our needs.’

“The client sold himself on our services in that moment.

“What I learned: sometimes you have to ask basic questions. Simple and humble is often better. Rather than struggle to find what’s beneath the surface or between the lines, the best way to advance is to be as direct as possible—even at the risk of going against cultural norms. If you speak directly—in a polite manner and with respect—the customer will thank you. You are saving their time and getting a better result.”

—Paulo Novaes (Mexico)

That’s Paulo’s story. What makes a difference in the C-suite in your experience?

Leading with Trust: Story Time

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When it comes to trust-building, stories are a powerful tool for both learning and change. Our new Story Time series invites you to pause for a time-out from your hectic day to gather ‘round for an insightful tale. Today’s anecdote sheds light on an unexpected approach to developing new business with trust.

The Magic of Stories

Stories tell the lessons of leading with trust in a vivid and memorable way. They help us make sense of what it means to trust and be trusted. Stories appeal to the heart as well as the head, they bridge the gap between differing audience types, and they provide meaning and order to our existence.

They also inspire what every leader wants—action—by providing intellectual insight into specific trust behaviors to adopt, along with the emotional motivation to do so.

A New Anthology

Our upcoming book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), is infused with a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness. Over the next several months we’ll share a selection of stories from the new book with you.

Today’s story is excerpted from our chapter on developing new business with existing clients. It vividly demonstrates the personal nature of trust and the value of adopting a long-term view.

From the Front Lines: In It for the Long Haul

A savvy private wealth manager in Canada told me the long-term view he takes with his clients.

“I once offered to do some free investment planning for a client’s 12- and 14-year-old children. My co-worker was confused why I was wasting my time with children.

“’Are you kidding?’ I said.  I regularly meet with clients’ children and explain the concept of saving, investing and risk.  Even at the ages mentioned I have had success in making the experience relevant for the children and ultimately appreciated by the parents.

“I believe in long-term focus and relationships. While working with clients’ children has resulted in referrals (a happy outcome to be sure) that is never our primary intent. Our purpose is to build long-term relationships by continuously delivering a remarkable experience for our clients and their families.”

—As told to Charles H. Green

Excerpted from The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust by Charles H. Green and Andrea P. Howe. Order your copy today!