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)
Read more stories about trust: