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Trusted Advisor? Or Just Not a Crook?

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The term “trusted advisor” has been around a long time.  Recently I wrote about how the phrase has undergone “trusted advisor inflation” and become far more casually used.

When Maister, Galford and I wrote the book The Trusted Advisor back in 2001, one of our aims was to debunk the idea that trust was mainly about competence, credentials and cognition. We said:

..becoming a good advisor takes more than having good advice to offer. There are additional skills involved, ones that no one ever teaches you, that are critical to your success…you don’t get the chance to employ advisory skills until you can get someone to trust you enough to share their problems with you.

The theme of this book is that the key to professional success is not just technical mastery of one’s discipline (which is, of course, essential), but also the ability to work with clients in such a way as to earn their trust and gain their confidence.

We went on to say:

The trusted advisor is the person the client turns to when an issue first arises, often in times of great urgency, a crisis, a change, a triumph or a defeat.

Issues at this level are no longer just seen as organizational problems, but also involve a personal dimension. Becoming a trusted advisor, the pinnacle level, requires an integration of content expertise with organizational and interpersonal skills.

That was then (2001). To my astonishment, it appears that not everyone in the world has read our book and committed it to memory. (Imagine that.)

Thin Trust

That’s not the way a lot of the world has come to use the term “trusted advisor.” The following quotes are taken from current promotional literature:

Full disclosure of conflicting interests is the only way to build and keep trust with your clients.

For decades, CPAs in public practice have laid a foundation of trust with clients by competently handling confidential financial data and performing core services such as tax preparation.

There has been much talk about how accountants should embrace value based, business improvement services so that they can step up and truly embrace their trusted advisor status. Yet little has been written on how to go about doing that in a way that sits firmly within the accountant’s heartland – the numbers.

A trusted adviser offering objective solutions in wealth structuring based on XYZ Research and industry leading global resources…who understands clients’ specific investment needs, structure and area of interest…the trusted advisor is complemented with a team of financial experts and corporate resources.

As your trusted advisor, XYZ delivers a wealth strategy service to manage the financial complexities in your life.

Your loan closing is just the beginning of our relationship.  Annual mortgage reviews and rate watches are just a few of the benefits XYZ provides to their clients.   That is why __ will not only be your mortgage Planner, but your Trusted Advisor as well.

I’m deliberately not providing links here because I’m not trying to embarrass anyone, but rather to make a simple point: the idea of a “trusted advisor” as synonymous with nothing more than competence, credentials and procedural compliance clearly lives on.

Who should you trust? According to these views, someone who’s been vetted by the industry, many will tell you. How will you know you can trust them? By the number of letters after their name, or by the stress tests they’ve passed. Or in some cases, by the way they are paid (via fees, rather than transactional commissions).

Let’s be clear: basing trustworthiness on whether or not one structurally faces financial temptation is a pretty low hurdle. It reminds me of Nixon’s famous utterance, “I am not a crook.”

Barring someone from temptation doesn’t create deep trust in them. While avoiding conflict of interest is a good thing, it’s entry-level stuff.  We reserve deeper trust for those who face temptation, and who nonetheless rise above it through ethics and character.

The bar for being a trusted advisor is higher than not being a crook, being competent, and passing industry equivalents of drug tests.

Reclaiming Trust

A few years ago, we wrote a White Paper: If You Think Competency Sells, Think Again. In it we provided research proving what Maister, Galford and I had claimed a decade earlier: that the dominant factors driving trustworthiness are not competence, business acumen and procedural rigor.

The more powerful drivers of trustworthiness are, in fact, the ‘softer’ side of things: the “intimacy” and “other-orientation” factors we identified in the trust equation.

It may have become fashionable to deny it, but human wiring has not changed in the last decade; we are still prone to trust those we feel secure confiding in, and those whom we feel have our best interests at heart.

They’re only beginning to teach that at business schools (Bill George is an exception). And you will not find it by mastering documented procedures or by improving your business acumen.

 

Greed, Love, and a Portrait for Sale

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The news is much about greed. Greed dominates the headlines, not to mention the content, of what we read in all media. Are we perhaps at the point where the truly sensational stories are ones of generosity and relationship-building?

You be the judge.

Love and Life

Phil and Sue met in 1969 – on Valentine’s Day.  They were near-instant soul mates, marrying 4 years later.  They hired a photographer to shoot a photo of Sue for the newspaper wedding section.

It was a good photo. The photographer enlarged it and hung it as an example in his studio. But being young and broke, Phil and Sue couldn’t buy a portrait-sized version for themselves.

Life ensued. Phil and Sue moved away, and lived a full life around the world. Sadly, after 38 years of marriage, Sue succumbed to cancer.

A few months later, in 2012 – on Valentines Day – Phil returned to their old town, and to that studio, hoping to find the wedding portrait of Sue, and to buy it.

The portrait was still on the wall.  Next to it was a portrait of man who was the Bishop at the time Phil and Sue married.  The shop had a new owner, whom Phil recognized from high school as the original photographer’s daughter.  She was willing to sell the portrait to Phil –but only with her 95 year-old father’s permission.  She agreed to ask him.

A Signpost?

While Phil waited to hear the decision, he went for lunch at one of his and Sue’s old haunts. As he ate, he wondered whether the Bishop was still alive. And as he wondered – the Bishop himself walked into the luncheonette.

Phil was moved. After all these years, it was wonderful to see the bishop. At the same time, it reminded him of the loss of his wife.

A coincidence? A sign?  Whatever, it gave Phil hope that he’d be able to get the portrait.

The Portrait and the Loss

When Phil returned to the store, the old photographer had given his permission. The photographers – both generations – knew Phil’s story.  She could have charged him anything for the portrait and he would have paid it. Instead, she charged him almost nothing.

Lessons Learned

There was no greed in this story, only generosity.  There were relationships that transcended years.  There was the empathy – that of the store owner, and the others in his life – and now me.

I first met Phil about 25 years when we worked together at Hills Department Stores. He was the risk manager, I was a staff lawyer. We haven’t seen each other in over 15 years, though we reconnected on LinkedIn, and now stay in touch a couple of times a year. Yet he shared his story with me without hesitation.

There are lots of Phils in our lives. They each have stories. They can be colleagues, friends, clients, even family. Taking the time to listen can strengthen the relationship and bring people closer. And yes, it can also lead to deeper friendships and business opportunities. Because often people like to help those they feel close to.

I am touched that Phil shared his story with me, and that he allowed me to share it even further. Among other things, we are also enhancing our business relationship.  Phil is now a senior executive at a large company and has been a valuable resource for my own clients and friends.

Funny how that works. When there’s no greed about it.

Chemical Trust and the Science of Explanation

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The Wall Street Journal this weekend scored a lot of views with an article on Oxytocin titled, “The Trust Molecule,” by Dr. Paul Zak.

Dr. Zak makes one critical, powerful point about trust – its reciprocal nature.  Unfortunately, the article is seriously flawed in its approach to what it calls “the new science of morality.”

Science, schmience.

But let’s start with that one good point.

Reciprocal Trust

In discussions about trust, people frequently forget a very simple fact: like tango, it takes two to trust. One party does the trusting, the other party is the one trusted. Risk is taken by the one doing the trusting, and the one who is trusted is the source of that risk.

Critically, the interaction between the trustor and the trustee is reciprocal. One influences the other.

Dr. Zak says, about how to trigger this reaction:

…all you have to do is give someone a sign of trust. When one person extends himself to another in a trusting way—by, say, giving money—the person being trusted experiences a surge in oxytocin that makes her less likely to hold back and less likely to cheat. Which is another way of saying that the feeling of being trusted makes a person more…trustworthy. Which, over time, makes other people more inclined to trust, which in turn…

So right! But where Zak goes wrong is in thinking that by identifying the role of oxytocin, he’s actually explained something.

Chemistry as Explanation

Zak says flat out in the article that oxytocin is an explanation for a variety of human phenomena:

“Research that I have done over the past decade suggests that a chemical messenger called oxytocin accounts for why some people give freely of themselves and others are coldhearted louts, why some people cheat and steal and others you can trust with your life, why some husbands are more faithful than others, and why women tend to be nicer and more generous than men.” (italics mine)

It is no such thing.

For example, Zak hardly discovered the reciprocal nature of trust.

More than half a century ago, Henry Stimson said, “The only way to make a man trustworthy is to trust him.” Before that, Ralpho Waldo Emerson said, “Trust men and they will be true to you.” I doubt either knew of oxytocin.

Much more importantly, calling oxytocin an explanation for trust is like saying you can explain water by translating the word into the French eau.

What Makes For an Explanation

Philosophers (and good scientists) have for millennia suggested that good explanations fit certain criteria. A good explanation might put things in a larger context, as Darwin did with evolution. Or it might suggest a causal link, like tying cigarette smoking to cancer, or lack of hand-washing to sepsis in hospitals. Or, it might shed light on motives, as does the ending of any good TV crime drama.

What Mr. Zak has done is nothing of the kind. He has merely “translated” pieces of wisdom that humans have known for ages into the language of chemistry.

There is a nearly infinite number of ways we can describe any particular phenomenon. I can use the “languages” of poetry, reporting, drama, song, chemistry, and Freudian psychology – all different ways to describe the same underlying phenomena. None have a monopoly on telling the “why” – they are only variations on “how?”

The only relevant question to be asked among these choices is – which is more useful for the task at hand?

Yet Dr. Zak seems to believe he’s on to something. As he puts it:

“After centuries of speculation about human nature and how we decide what is the right thing to do, we at last have some news we can use…many group activities—singing, dancing, praying—cause the release of oxytocin and promote connection and caring.”

The idea that prayer can promote connection and caring, for example, is hardly new.

I fear that Dr. Zak is but one example of the current faddish approach to things neurological. Putting “neuro-” in front of a topic seems to generate groupie-like behavior in business. Hence we have neuro-marketing, neuro-advertising, neuro-leadership – the list is endless.

But like the Emperor’s new clothes, there’s not much ‘there’ there. Not all description deserves to be called an “explanation.”

Though whatever language you say it in, trusting someone does cause them to be more trustworthy

Real People Real Trust: Transforming a Business from the Inside Out

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Ron Prater has worked in government consulting firms for almost 20 years, including three years with Arthur Andersen LLP. In 2007, he set out with partner Alan Pentz to create a company that would apply real entrepreneurial curiosity to find new ways to solve the U.S. government’s biggest problems. The result is Corner Alliance. Find out how this organization, triggered by a crisis in its formative years, applied the principle of collaboration to devise a new and different kind of corporate culture.

Leadership Lessons

Ron and I have known each other through other people for years. A few months ago I was talking with Corner Alliance Director Sarah Agan, a mutual colleague and veteran consultant. I was intrigued by the unusual ways she described a recent all-hands meeting. “We practice ‘inner voice’ all the time,” she said. “And we have an explicit value to eat our own dog food.” Needless to say, I was intrigued by Sarah’s word choice and even more so by her animation. I wanted to find out more. So I set up some time to talk with Ron and Sarah together.

Ron explained it to me, “‘Eating our own dog food’ means we operate the way we advise our clients to—we follow the same processes and approaches we recommend to them.” “Essentially, we practice what we preach. It can be harder than it sounds when you’re trying to balance helping clients succeed while also trying to grow a sustainable business. And it hasn’t always been that way, even in our company’s short life.”

Learning the Hard Way

Corner Alliance had some growing pains in its early years. “We had a really tough time a few years ago when we lost a project that led to a serious financial struggle,” Ron confided. “I, along with my partner, Alan, and our Director of Operations, Brandi Greygor, responded in typical ways. Privately, we talked daily about how much money we had left in the company’s line of credit and what to do if we maxed out what the bank would loan us. Publicly, we sent a general message to staff that we all needed to ‘increase billability’ but we were afraid to state the full reason.

“We thought we were doing the right thing by keeping the true stress from our staff. The MBA books say it’s important to protect the people from the stress of running the business. And the HR consultants told us we had to follow proper procedures to avoid lawsuits if we did have to lay people off. So we kept things hidden.”

Going contrary to conventional business wisdom, Ron and the other principals listened to their own inner wisdom. “It’s not how our guts said to handle it. We faced a real inner conflict every day for months. How do you form a company of trust and transparency when it seems like all the advice you get—from grad school, friends, lawyers, and more—says to withhold information?

“Looking back,” Ron said, “I grew more personally from that very tough time than from every great year I had. While it was hard, the learning from those six months led to one of the most positive and significant turning points for Corner Alliance.”

Eat Your Own Dog Food

Out of the crisis came a big transformation for the company. “With cost-cutting, along with full transparency with our staff, we managed to stabilize our operations,” Ron said, “And we realized that, on the heels of such a hard and painful time, we had a real opportunity to fundamentally re-think and re-vision.

“So Alan and I announced to our staff that he and I would map out a new company strategy,” Ron elaborated, “including our top three strategic priorities. We told people at an all-hands meeting that we’d start by focusing on which clients to talk to and what to offer them. That message landed with a thud. Within the first few minutes of the meeting it was clear we had made a huge mistake and needed to rethink the approach.

“Our people said, ‘That’s not how we advise our clients to develop strategy. So why are we doing it that way?’”

That uh-oh moment led to a dramatically different plan to create the company’s strategy. “We realized we’d be stronger if we engaged the whole company in the company,” Ron continued. “And instead of starting with what we do and where we want to go, we started with who we are and what we wanted to stand for as a company,” Ron explained.


Put Values First

The group put first things first. “We focused first on our values, and to do that we created a conversation rather than creating a task,” Ron said. “We also found a way to make it a truly collaborative process, not just a collaborative process led by one person. We’ve never been about one-person trust—not at our core—so we found a way to define our values that would reflect that we all have to trust everyone else in the company.

“Since we’re a virtual company with staff in five different states, we selected an on-line tool to help us create the conversation. Everyone could contribute real-time, see each other’s inputs, make comments, and vote.”

Take Your Time

The process of defining yourself takes time Ron learned. “We allowed three weeks to generate ideas, and it took us about four months to solidify our values. If we had tried to get results in a one-day strategy session, our output would have been more generic—even with everyone participating,” Ron added. “People needed time to digest and think through what they stood for and then internalize that in relation to the company. The elapsed time allowed people to contribute at their best, and allowed the most important things to materialize organically.”

They ended up with 10 explicitly stated corporate values that are the foundation on which Corner Alliance continues to be built. Not surprisingly, “Eat our own dog food” was on the short list.

It’s a value that Sarah especially endorses. “We live that value even beyond our approach to strategy development,” she added. “Everyone takes turns running our internal meetings—everyone. We share leadership that way, and expand our capacity as leaders and facilitators at the same time. People get to experiment, practice, and learn in a safe environment, and they get real-time feedback. Just like the leaders we serve, we have to be willing to take risks and make mistakes to learn.”

Sarah continued, “It’s okay for things not to go well. What’s not okay is not learning from it. One of the greatest gifts we give each other is feedback. We are deliberate about creating a culture where we all recognize we’re both perfect and imperfect, where we can bring our whole selves—who we are and who we aren’t.”

Tell It Like It Is

Financial transparency is another key value that emerged from Corner Alliance’s collaborative strategy process. “Alan was instrumental in moving us to open-books management,” Ron said. “We now share just about everything with all employees every quarter, the exception being salary information. We have bi-weekly company-wide calls where everyone sees each other’s billability, our revenue, where we are exceeding or falling short of revenue projections.  We don’t hide anything bad or anything good.”

Ron is clear that the effect is palpable. “It has made a massive difference in everyone understanding the business impact of their decisions,” he stated. “It also supports one of our other corporate values, which is sustainability. I believe the whole firm really understands the state of Corner Alliance and can see that we have a really strong foundation for growth right now.”

Be Bold with Clients

That kind of transparency also now extends to Corner Alliance clients—in a bold and differentiated way. The stated value “inner voice” is about people sharing their internal dialog as much as possible, recognizing that’s often where the truth lies. Corner Alliance staff is encouraged to not leave important things unsaid.

“This is definitely not easy,” Ron emphasized. “It takes a commitment to practice over time with our clients and with each other. We actually label it, as in, ‘Using my inner voice, I’d like to say I think there are serious organizational risks associated with what you are considering.’ This makes it easier to do and hear as the person listening now knows that the person speaking is taking a risk.

“Our people know they’ve got the organization behind them every time they venture into inner voice territory,” Ron affirmed. “As Alan points out about using inner voice, ‘It’s a personal risk to reveal what you’re thinking but not saying. It’s a risk to the organization if you don’t.’ But we all also recognize it’s important to apply this value wisely, appropriately, and thoughtfully.”

Perhaps the most unexpected result from this dedication to speaking the truth is that clients have begun to pick up both the practice and the lingo. Ron explained, “When our clients started saying to us, ‘My inner voice is saying xyz,’ we knew we were onto something bigger.”

Reap the Rewards

The list of indicators that Corner Alliance is onto something is long, and now includes growing staff, secure multi-year prime contracts in place, and work with key government executives who have budgets in the billions. “Corner Alliance is poised for an incredible year in 2012,” Ron said with pride. “Not only are we making a difference in the business of government, but we get emails from clients saying, ‘You’ve changed my life.’”

The focus for 2012? “Helping people thrive by doing creative, meaningful work, and living the life they want—not just the work life they want,” said Ron.

The Bottom Line

Ron feels very strongly that what Corner Alliance has created was not led by or done by one person. “Featuring me for this article is actually counter to our culture,” Ron stressed. “Corner Alliance has been led by a collaborative approach using values as our core, and that’s precisely what will lead us into the future.”

And a promising future it is.

Connect with Ron on LinkedIn.

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The Real People, Real Trust series offers an insider view into the challenges, successes, and make-it-or-break-it moments of people from all corners of the world who are leading with trust. Check out our prior posts: read about Chip Grizzard: A CEO You Should Know; Ralph Catillo: How One Account Executive Stands Apart; Anna Dutton: A Fresh Perspective on Sales Operations; Heber Sambucetti: A Learning Consultant’s Approach to Leadership; Janet Andrews: What Trust-based Strategy Consulting Looks, Feels, and Sounds Like, and John Dunn: An Entrepreneur Wins with Partnership.

 

Trust in the Search Business: the Bowdoin Group

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The Bowdoin Group is a mid-sized executive recruiting firm based in New England. Sean Walker is a partner at Bowdoin, and heads their Information and Media Division. We met over seafood at the Oyster Bar in Grand Central a few months ago.

I’ve always felt that executive search is one of those “perfect” trusted advisor businesses – like pharmaceutical reps, wealth managers and client managers in accountancies. Perfect in potential, that is; perfection is not the norm in any of those businesses, and far from it in some.

Sean and Bowdoin look like exceptions: they “get it,” and practice the principles of trust, as you’ll see.

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Charlie Green: Sean, you just lost a big sale; you’re disappointed, but clearly not upset. What’s up with that?

Sean Walker: It’s not about the transaction, it’s about the relationship. We’ve got three other projects working in that organization, and they like us. This one just wasn’t right for them, hence not for us either.

Charlie: So how do you think about this business?

Sean: We don’t think of it as skills-based, and we don’t think of it as project-based. We have to have domain expertise – industry knowledge, networks and so on – but we equally well have to work the relationship. The most important thing we do – and often the hardest – is to approach this business strategically.

Charlie: Can you say more about what that means to Bowdoin?

Sean: It means some of what you write about; you never do a deal or a job or a project – you develop an ongoing relationship, which contains jobs along the way.

When we fail, it’s almost always because we started to follow our own agenda, falling in love with the results, the process. When we get it right is when we remember to listen and learn; to be a human capital advisor, helping them to build their organization.

And the funny thing is, the more you focus on the strategy, the better the tactical results happen to get.

Charlie: How do you deal with the fact that many clients are seeking you out as transactors, looking for a candidate, measuring your lead lists?

Sean: Some clients are like that, some are not, and some can evolve along with us. The client we just lost that project for is a great client – their sales guy wants us to partner with them to create a new organization.

And clients, just like us, can learn to behave more strategically. People can be very short-sighted, but if you take the time to understand the person you’ve got on the other end of the line, if you can get some one to be intimate and speak to you about their fears, you can solve not only the immediate issue in front of them, but you can understand both them and the company better. Then you can get to the core. And then it flows.

Charlie: You said it’s hard to keep focused; what are some of the pitfalls, or temptations, along the way?

Sean:  Oh gee, let’s see. Goals and targets, if you’re not careful. Clients that want to treat you transactionally, price-haggle, are short-term focused. An industry that, more often than not, thinks opportunistically–hopping from opportunity to opportunity.

Charlie: Where does trust fit here?

Sean: It’s all around. It’s the business, if you do it right. The fact that people let you in and give you that trust, it makes it all worthwhile.

Charlie: What do you say to those who say, “Yeah, that’s nice, but you’ve got to make money.”

Sean: They are so missing the point. This way of doing business is 100% more profitable – and it can make your job much easier. Because once you’ve proven yourself, the business comes back to you–you’re not always jumping from opening to opening.

If you take the time up front, it pays off all along the line, across multiple decision-makers. When we fall of the strategic trust wagon, that’s when our profitability goes wrong.

Charlie: Sean, it’s been a pleasure. Good luck, but I bet you don’t need it.

Sean: Thanks Charlie, it’s been a pleasure likewise.

 

Trust Me, I’m Your Doctor

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We all hear about health care. Usually it’s through the microcosm of someone’s illness, or the macro-view of dueling pundits and politicians. Frequently it’s adversarial, or negative.

Thanks to long-time Trust Matters’ own trusted advisor Shaula Evans, I met Dr. Craig Koniver. He brings a fascinating perspective to the topic, as you’ll see.

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Charlie Green: Craig, you’re a doctor in South Carolina. Are you a native?

Craig Koniver: No. I grew up in Delaware, went to one year of undergrad at Johns Hopkins, hated it, and transferred to Brown. I then went on to medical school at Jefferson Medical College in Philadelphia. So I did end up being a doctor, mostly in Arizona, and recently moved here.

Charlie: You say you practice “organic medicine.” How did you come to that?

Craig: First of all, I am a “regular” doctor, board-certified and all that, but I also came to believe in a certain approach to medicine. The transformative event in my life was when our daughter was colicky.

The pediatrician said what I’d been trained to say, but since it was our daughter this time, we were wholly unsatisfied. We went out and found unconventional approaches to the issue. And once you’ve seen behind the curtain, it’s hard to stop.

Charlie: What is behind the curtain?

Craig: The standard routine is label, diagnose, prescribe medicine or surgery. Repeat, repeat, repeat. The paradigm of modern medicine is medicine-based, which is to say, pharmaceutical – pills and chemicals.

100 years ago this was not the case; the doctor had a relationship with the patient. But today, the doctor is trained to see the patient as a series of chemical pathologies.

Charlie: So, on a practical level, what do you do differently than other doctors?

Craig: I am interested in helping the patient reach optimal health through natural means. I am not against prescription medicine, but I think they are highly over-utilized by doctors not interested in pursuing alternative/ natural modalities.

So with my patients we look for the root cause of disease by running specialty lab tests and then use herbs and vitamins and nutrients to get their health back on track. I am a firm believer that there is a natural option for everything–we just have to look in the right place and be willing to try any different options.

Charlie: What’s the effect on patient health?

Craig: One telling study suggested that as many as 1/3 of prescriptions get tossed away on the patient’s way out of the doctor’s building. They want more than a prescription, they want a relationship and they want options.

Charlie: What did you do as this became apparent to you?

Craig: I finally decided to move to a holistic practice. That entailed moving away from insurance, and cutting my patient load from about 4,000 to about 400.

Charlie: Wow. Now, hang on a minute; that raises all kinds of interesting issues. What does that say for coverage?

Craig: It affects many people differently. First, there are a large number of people who are quite willing to pay for personalized, holistic healthcare. It is quite valuable to them!

In addition, remember that existing health insurance policies don’t generally cover doctors suggesting things like exercise and nutritional changes; as well, procedures like bypass surgery are reimbursed while time-tested acupuncture is not.

And I now get to spend real, quality time with my patients. I take as much time as I want and they want, and they leave satisfied feeling that I’m concerned about their whole life.  Which I am! A lot of people find this hugely valuable.

Charlie: What about those who can’t afford it?

Craig: Before we get there, there are number of people who may or may not be able to afford it, but don’t see the value in it. They’re used to thinking that a doctor visit should cost the amount of a co-pay. They can’t get past a more cost-based model.

Are there those who are left out by this? Absolutely there are and it’s a real tragedy because they continue to get the acute-based, chemical-and-surgery, impersonal kind of medicine that doesn’t help them.

Charlie: Ah, interesting. You’re not a selfish doc going off to serve well-heeled patients, there really is no choice.

Craig: That’s true. I’m not abandoning poor people, I’m abandoning bad medicine. And the existing insurance system simply cannot support the kind of medicine I like to practice. Is it tragic? Yes, and a real shame.

You pretty much cannot have a holistic medicine practice that operates within the existing high-volume insurance-based delivery method we have today. The choice is not which clientele to go after – it’s which kind of medicine I want to practice.

Charlie: Does the patient-physician relationship of trust affect health?

Craig: Yes. Again, if the relationship is pill-based, then it’s not personal; that is not a good basis for trust. Before too long, patients will stop trusting a physician because there is only that basis for the relationship.

In a holistic practice, where by definition the doctor is concerned about the whole patient, you have the basis for a personal relationship. That means you have the basis for trust. And with trust, patients share more with you, they take your advice, and there is probably even the positive placebo effect.

Charlie: One implication of what you’re saying is that our existing approach, based on insurance reimbursement of pills and surgery, is basically built to minimize trust.

Craig: Yes, I think that’s an accurate statement of the current situation. The health care delivery system is tied to the doctor-patient trust level. And not in a good way just now.

Charlie: Well, this has been enlightening indeed; thanks so much for spending time with us.

Craig: Thank you, Charlie.

A Separation: a Cinematic Tale of Truth and Lies

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This past weekend I saw A Separation, an Iranian movie with more awards to its credit than a dictator’s military jacket. It deserves every one of them.

You’ll never find better screenwriting. Rolling Stone rightly calls it “a landmark film.” Filmcritic calls it a brilliant political metaphor. Roger Ebert praises it as a critique of religion. The Irish Times calls it “a thoughtful film that also works as a crackling melodrama.”

It is all those, and something else. It’s a poster child for the corrosive influence of lying and the power of truth-telling.

Relationships in Disarray

I’ve often quoted (and will again here) Phil McGee’s brilliant insight that “all business problems flow from a tendency to blame, and an inability to confront.”

In A Separation, we see a couple struggling with their relationship. The wife wants to leave Iran; the husband refuses to leave his ailing father. The wife goes to stay with her parents. Their daughter is caught in between.

A woman, hired as a caregiver to the ailing father, brings her volatile husband into the mix. A small set of events trigger a progressive breakdown of relationships among these five key characters.

It is the breakdown that is portrayed so brilliantly. All five are shown as partly sympathetic, and the incidents are so trivial that it doesn’t feel like a deus ex machina. And so the plot feels inevitable – the situation falls into disarray like water forming a funnel down the sink.  How could it be otherwise?

The Truth Shall Set You Free

Until, that is, you realize that every one of these people is fundamentally, deeply, living a lie. One’s lie is about honor; another’s about God; a third about loyalty to family. All the lies seem trivial, and understandable. But they all collide; irresistible forces meeting immovable objects.

And I realized, walking out of the theater, that every single one of those characters held the power within them to change everything – simply by being willing to tell the truth. And the power they held was not just to change themselves, but to change everyone else as well – the entire situation.

A Tendency to Blame, and an Inability to Confront

Back to McGee’s thesis. Dysfunction in groups is rarely about one stubborn person gumming up the works. That is the blame game. The one bad apple spoiling the barrel.

More often, it’s a group conspiracy that’s at fault; the entire organization opting to point fingers, rather than engaging in confronting the true issue at hand. And as the movie reminded me, a conspiracy doesn’t need to be undone by everyone – a single defector can do the job.

All it takes is one person to Speak the Truth, to point out the emperor’s new non-clothes. If that can be done, everyone else immediately recognizes that truth has been spoken. Then, whether from shame or from gratitude at someone else having taken the first step, the healing can begin.

Is this too abstract? What about you? What tangled webs are you a part of? What truth might be spoken by others caught up in the web that would set everyone free?

What truth might be spoken by you?

4 Behaviors that Help Delivery People Be Better Business Developers

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It’s an age-old challenge in the consulting industry: how to get your delivery people to develop more business. After all, who’s in a better position to bring in more work than the people who labor side-by-side with the client? But first there are barriers to break through. Read on for four specific strategies that will help your delivery people execute on both project plans and business development plans.

Old Problem: Those Closest to The Client Don’t Want to Sell 

The other day I was chatting with Jonathan, the Chief Growth Officer for a boutique consulting firm. He spoke about the long-standing challenge of getting delivery people to think and act like business developers.

We talked about how:

  • Many are 100% focused on delivery. They’ve got their eye on their target: project results. So they naturally pay the most attention to delivering on project promises, sometimes missing what’s in the periphery.
  • Some don’t see business development as their job. This mindset is common and understandable: Generating new work is for salespeople or business developers; delivery is for project teams. And there’s certainly a case to be made for spending time where you excel and have expertise.
  • Some aren’t sure how to sell. They may have a “deer in the headlights” reaction at the thought of selling, even though they know they should be looking for new opportunities, and even though they genuinely want to get better at it.
  • No one wants to be seen as smarmy. They’ve developed trust based on project execution and may see it as a breach of that trust to switch to “sales mode.”

Looking through the lens of delivery, all of these perspectives make sense. And all of them hinder business growth—for consultants and clients alike.

New Mindset: It’s a Disservice Not To Sell 

One way to get delivery people to develop more business is to change their mindset—to help them think their way into behaviors that will naturally open doors. I think that’s the right place to start. Make it your job to remind them—again and again—that everyone in the organization has a higher obligation than delivery: client service. “Selling” then, is part of the professional obligation to serve the client. Not paying attention to the clients’ business needs as a whole is a disservice. Don’t miss an opportunity to beat that drum.

I also believe that’s the beginning and not the end. Overcoming the concern about being seen as smarmy—which I suggest is the biggest barrier—will take more than a steady drum beat.

New Approach: Behaviors That Take the “Sell” Out of “Selling” 

Let’s be honest: selling is perceived as a less-than-meritorious endeavor more often than not. There are widely held stereotypes on the part of buyers and sellers alike that influence our thoughts, feelings and actions when we’re on either end of anything that feels like a sale.

Delivery people may falter because they’re just not sure how to approach opportunities in an un-smarmy way—even if they’re clear it’s the right and good thing to do. You owe it to them to provide specific tools and approaches to help take the “sell” out of selling. Try these four:

1. Ask permission. Telling a client about new opportunities to improve their business is a hundred times easier when you have set the expectation early on that you’re going to do it. At project kickoff, this could sound like this:

“Aria, we’re going to be working together closely for four months. We are totally committed to achieving the results we’ve defined in our project plan. Along the way, we might see opportunities to improve your business that fall outside the scope of our work. Would it be OK with you if we bring those to your attention when we see them?”

Then when the time comes, it’s natural to start with, “Aria, remember when we said…”

Anyone on the team can set this expectation and anyone on the team can follow through.

2. Sell by doing. One of the reasons sales gets a bad rap is that it’s seen—fairly or unfairly—as a process of mostly talk and little action. Selling by doing is a distinct approach that gives your client the actual experience of working with you. This is particularly valuable for professional services and is an easy transition when delivery people are already working shoulder-to-shoulder with a client. It gives the client a taste of what it might be like to go in a new or different direction, without obligation or pressure to move forward.

3. Sell the right solution, not your solution. The purpose of traditional selling is to help others buy from you; the purpose of trust-based selling is to help others make the best decision for them right now. Suggest that your delivery folk unreservedly explore all options with the client—not just your company’s solution. This frees them of the concerns they feel about having a company agenda. A trusted advisor, after all, is a safe haven for tough issues, not just ones for which you have a product or service or that fall within the scope of your work. Paradoxically, the chances are excellent that you’ll win more client loyalty—and more business in the long-run—when you approach opportunities with this mindset and the behaviors to back it.

4. Use caveats. Sometimes we feel things even when we know we “shouldn’t”—like feeling awkward or smarmy when it’s time to talk about being of greater service. Suggestion: say something about that. “Geez, at the risk of coming across as salesy…” That’s what we call a caveat, and it’s a conversational jewel. It dispels the yuck that you’re feeling and communicates that you care about how your message is received. It simultaneously smoothes over what could be an awkward shift for the client—although truthfully is more likely awkward for the one delivering the message.

Taking the “sell” out of selling—employing four specific strategies to reduce the perception of sales as smarmy—leads to greater value and better results.

Isn’t that the ultimate delivery?

Cool iPhone Goodies

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Every once in a while I take time off from the World of Trust and write about a hobby, often Mac-related stuff.  Today’s one of those days.

I’ve got four cool things to share with you, all related to iPhones. As they say in the friendly skies, if the iPhone is not in your travel plans today, this may be a good opportunity to deplane.

Here are four items – and, since you can’t always tell about things just by reading about them, a few photos so you can see how it works.

  1. iPhone mount for tripod, for photos and video
  2. Olloclip camera attachment for wide-angle, fish-eye and micro-focus views
  3. MiLi Power Spring iPhone battery case
  4. Kibits iPhone app

So here we go.

First, a photo of the three hardware items: left to right, an iPhone tripod mount; the Olloclip camera attachment; and the MiLi battery case.

Tripod Camera Mount. If you still think the iPhone camera is a toy, it comes recommended by no less than professional photographer Annie Liebovitz.

When I started doing more video, I asked Chris Brogan, and he had some great recommendations. But I didn’t want to spring for another camera; why not try the iPhone, I figured. Someone must make tripod mounts for the iPhone.

Sure enough, they do; tons of them. In fact, I can’t even find the link for the one I bought – hey manufacturer, write in and let me give you credit. Meanwhile, the GLIF Tripod Mount and Stand looks so nifty online that I just bought it. About $20 is what you’re looking at. Way cheaper than buying a new camera!

Lenses. One limitation of the iPhone is the single lens.  Well, there are tons of solutions for that too, some of them wild. But the Olloclip has a clever three-in-one solution: one toy, for about $70.  For that, you get a wide-angle lens, a fish-eye lens, and a super-micro-close-up lens.

The website has some great examples of photography, but to pique your interest, check out this close-up of the tripod mount’s screw-on mechanism from the first photo: that is some clarity.

Battery Case. If you’re in the habit of using a lot of the iPhone’s capabilities, you know how fast you can drain the battery. One elegant solution is a hard-case that includes a supplemental battery built-in. There are better-known solutions, but I just bought the MiLi Power Spring – it’s the smallest, lightest solution I’ve seen. For a bit over 50 bucks, I now keep it ready at hand for those long days.

Collaborative Software. What if you had the ability to share a bunch of files, software and so forth with a select group of people? Fine, there are lots of solutions, ranging from intranets to EverNote and DropBox.

But a nifty little program called Kibits lets you do so instantly, on the fly, for as many groups as you want, with about as much complexity as texting.

Creating groups on the fly, they call it. Now, I’m looking for groups to test it with.

Note: I have no financial relationship with any of these firms; only the MiLi people knew I might be writing about them.

 

 

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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Read more stories about trust: