How to Sell to the C-Suite

We’re pleased to announce the release of our latest ebook: How to Sell to the C-Suite (pdf).

It’s the second in the new Trusted Advisor Fieldbook series by Charles H. Green and Andrea P. Howe.

Each ebook provides a snapshot of content from The Trusted Advisor Fieldbook, which is jam-packed with practical, hands-on strategies to dramatically improve your results in sales, relationship management, and organizational performance.

How to Sell to the C-Suite reveals:

  • What’s different about selling to C-level executives
  • A powerful 3-part preparation plan for C-suite sales
  • 9 best practices for successful C-suite selling.

Did you miss out on Volume 1 of The Fieldbook Series eBooks? Get it while it’s still available: 15 Ways to Build Trust…Fast!

Take a look and let us know what you think.

If you’re not already receiving these in your inbox, please sign up here.

Upcoming Events and Appearances: Trusted Advisor Associates

Join us at one or more upcoming Trusted Advisor Associates events.  This Summer and Fall, we’ll be hosting and participating in events in Washington DC; Minneapolis, MN; and through globally accessed webinars.

Also, a word about the Trusted Advisor Mastery Program.



Wed. Aug. 24th         Washington, DC      Andrea Howe
Andrea will be speaking at the Washington DC Chapter of the Project Management Institute (Washington Circle Luncheon) on “Trust and Influence: What Every Successful Project Manager Needs to Know.” 2101 L Street NW, Suite 200, Washington, DC.  11:30am. To register or for more information, click here. PDUs will be available for Project Management Professionals (PMPs).


Thurs. Aug. 25th         Global         Sandy Styer
Leaders, coaches, consultants: Do you want to add new knowledge to your practice, and a new tool to your toolbox?  Through Trusted Advisor Associates is now offering TQ Assessment Authorization! You can become an expert in administering and working with our Trust Quotient Assessment – taken by over 15,000 people to date – and Trust 360™.  Thursday, August 25th at 1:00 PM EST, via webinar.  Contact Sandy Styer to learn more.


Fri. Nov. 18th        Minneapolis, MN            Charlie Green
Charlie will keynote the Twin Cities Compensation Network Annual Luncheon.  He’ll speak on “Becoming a Trusted Business Advisor: the HR Challenges.”  Marriott Minneapolis West in St. Louis Park, MN.  Open to TCCN members and one guest.


The Trusted Advisor Mastery Program is in its second month.  This 90 day program includes 19 e-learning modules, 4 one-on-one coaching calls, 4 group coaching calls, a lively interactive discussion forum readings, tips and exercises.

Here’s what one participant has to say about the Program so far:


“The Trusted Advisor Mastery Program is a fantastic tool that recognizes the importance of building “trust relationships” in business, (in my case, the legal business).  The program is helping me improve my relationship-building and ask better, more open-ended  questions when I meet with clients and prospective clients.  The online videos, background articles and exercises are great, as is the coaching. I also have really enjoyed learning from the other professionals in the program; they’ve offered very helpful insights through the Discussion Forum and our group conference calls.”

—Stephen Riddell (Managing Partner of the Atlanta Office, Troutman Sanders LLP [AmLaw 100 Firm], Atlanta, Georgia)

For more information on the next available program, email us at: [email protected].

The Trusted Advisor: Still a Top Ten Business Book After Ten Years!

Late in the year 2000, The Trusted Advisor was published. It was my first book (Galford’s too), and lead author Maister’s 3rd. We had high hopes for it–but so does every author.

It did well over the years. I think somewhere around senior associate level in accounting firms, 6th year associates in law firms, 5th year managers in consulting firms, some old partner takes the youngsters aside and says, “You should go read a book called ‘The Trusted Advisor.’ You’re ready to need it.”

How else to explain that, 11 years after initial publication, the estimable 1-800-CEO-READ book seller rated The Trusted Advisor number 7 on the March 2011 list of Top 25 Business Books.

And that’s not all. March 2011 was not a fluke. That number 7 ranking was in fact an increase from 2009, where it ranked #12–for the entire year 2009.

Today is typical: it ranks number 4,229 on Amazon’s all-book list as of 9PM. That’s pretty good for any business book, up against Harry Potter and Tina Fey. For a ten-year old business book, it’s quite unusual. Cialdini’s book on influence is of the same vintage, and does even better. And of course Steven Covey’s Seven Habits is a Monster.

But that is nosebleed territory company to be in.

I am humbled and honored to have co-authored The Trusted Advisor. I hope you’ll forgive me a little crowing about it, and I hope the upcoming Trusted Advisor FieldBook can achieve a fraction of its success.

The Five Essential Trust Skills: Don’t Leave Home Without Them

A competency model won’t answer the mail when it comes to building trustworthiness—in fact, there’s risk in attempting to reduce trust to a series of behavioral definitions. At the same time, there is value in culling down the essential skills of a Trusted Advisor to a practical number.

I narrow it down to the following five: Listen, Improvise, Risk, Partner, and Know Yourself.

Common Denominators

The five essential skills share important characteristics:

  • They appear elementary—easily dismissed as too basic to merit our attention. (“I’ve been in sales for 20 years; I know how to listen by now!”) They’re deceptive that way.
  • They’re capabilities you can practice, and should practice over and over again. The five essential skills are to a Trusted Advisor what scales are to a maestro.
  • They’re inextricably linked. Improvisation requires risk, partnering requires listening, and all of them require knowing yourself well to be effective.

Essential Skills, Defined

There’s a lot to be said for simplicity, hencefive and only five. (Interestingly, Steve Arneson, formerly head of leadership development at Capital One, AOL, Time Warner Cable, and a division of PepsiCo, agrees in principle; he advocates for eight—not 67—essential competencies for leadership.)

Here are the five essential skills of a Trusted Advisor:

Listen. Every day, garden-variety listening—which is what most leadership development, consulting skills, and sales training programs teach—is listening with a purpose, and usually that purpose is self-oriented: to sell, to convince, to get smarter, to buy time. By contrast, the kind of listening that engenders trust—deep trust—is not purpose-driven listening to identify needs or to mine for data you may extract to justify the pitch/sell/recommendation/opinion you have to deliver. It is, instead, empathetic listening where the focus is actually on the act of listening itself.

Improvise. The business world is rife with the unexpected including tricky client situations and other uncomfortable and awkward moments that occur at the worst possible time. Let’s call these Moments of Truth. And in these moments, the skill of improvising—inventing, composing, or performing with little or no preparation—is precisely what you need. Improvisation is relevant to any would-be Trusted Advisor because Moments of Truth are inevitable and how you handle them says a lot about who you are.

Risk. There is no trust without risk. Certainly no deep trust. Yet most of us worry about doing something that feels risky—like speaking a hard truth or sharing something personal—because we don’t think we have enough trust in the relationship for that risk to be tolerated. The irony is it’s the very act of taking those risks that creates trust.

Partner. Look up “partner” in the dictionary and you’ll see “either of two persons dancing together” in the definition. The dancing metaphor is perfect for Trusted Advisor relationships. It conjures up images of give and take, synchronization, graceful movement, and being in tune and in step with one another.

Know Yourself. Introspection is the hallmark of a Trusted Advisor. Introspection doesn’t imply narcissism or self-obsession. In fact, the more self-aware you are, the lower your self-orientation tends to be. To “know yourself” is to have a full and complete inventory of your weaknesses, triggers, and hot buttons, as well as your strengths, interests, and sources of passion and purpose. Knowing yourself is about achieving a level of self-awareness that is required for good self-management—a leadership competency rightly elevated in status in the last decade thanks to Daniel Goleman, and re-emphasized in a recent study by Green Peak Partners and Cornell University.

That’s my take. What’s yours?

The Trusted Advisor and The King’s Speech

Datapoint 1. Maybe you’ve seen the Oscar-winning The King’s Speech by now. Certainly you’ve read about it.

Datapoint 2. If you’re reading this blog, you probably know I’m the co-author of The Trusted Advisor (with David Maister and Rob Galford).

There is a connection between those two datapoints. But it took executive coach Paul Rutherford to make the case.

The Movie and the Book

Rutherford—former Comms director at Xerox–wrote a blogpost—Advice Fit For a King–linking the movie and The Trusted Advisor that is so good, I’m embarrassed I didn’t think of it myself.

He suggests that the movie brought to life (in ways that a book could never do) some of the key principles we had articulated as being critical to a trusted advisor. Specifically:

  • Trusted advisors are consistent
  • Creating intimacy takes courage
  • Illustrate, don’t tell
  • Earn the right to offer advice
  • Focus on the client as an individual, not as someone filling a role
  • Be sure your advice is being sought
  • When you need help, ask for it
  • Just because the client asks a question doesn’t mean it’s the right question to answer.

Rutherford cites moments in the movie to illustrate each of these points. I’m beginning to think the screenwriters had read our book!

Credit where credit is due. If you’re online, click through to read Advice Fit for a King on Rutherford’s site, so he gets the traffic numbers. If that’s not feasible for you, then I have—with his permission—reprinted it below. Rutherford’s twitter handle, should you choose to give him a shout-out publicly, is @ruthertweet.

Paul, many thanks for such an insightful movie-cum-book review.


Advice Fit For a King

(quoted with permission from Paul Rutherford)

Like lost car keys, learning can turn up in the most unexpected places.

After a recent workshop on Client leadership, I’ve been reading The Trusted Advisor by Maister, Green and Galford. It’s a comprehensive, well-structured handbook aimed at those in professional services who need to build and reinforce their business relationships.

Brimming with anecdotes, checklists and ‘how to’ tips, it’s thorough and full of examples. Almost too thorough; no matter how many notes I made, and key paragraphs I underlined, it wasn’t sticking. It’s one of the shortcomings inherent in the ‘handbook’ form – I needed something to make it come alive.

Then yesterday I went to see The King’s Speech.

Movie Masterclass

Geoffrey Rush plays Lionel Logue, the Australian speech therapist who helped Prince Bertie, the Duke of York (Colin Firth) – and second son of King George V – to overcome a debilitating stammer. To make matters worse, his elder brother (David aka Edward VIII) abdicated the throne to marry a divorcee, and Bertie became King on the eve of WW2 – at the time when the country needed a clear voice of leadership.

Like all great pieces of entertainment, it’s a movie that works on multiple levels: It’s the story of a man trying to conquer his daemons. It’s the portrait of a leader struggling to step up to his role. It’s a study of class and social hierarchy. It’s an essay on the impact of radio broadcasting on politics and society.

And it’s a masterclass in becoming a trusted adviser. Here are eight scenes from David Seidler’s original screenplay that beautifully illustrate many of the principles in Maister’s book:

1. “Trusted Advisers are consistent”

It is Bertie’s wife, Elizabeth, who first approaches Lionel about treating her husband. She does so under the pseudonym of Mrs Johnson. He is direct and to-the-point with her:

LIONEL: Where’s Mr Johnson?

ELIZABETH: He doesn’t know I’m here.

LIONEL: That’s not a promising start

He tells her to have hubby ‘pop by’ to give his personal history. She says “you must come to us.”

LIONEL: Sorry, Mrs J, my game, my turf, my rules

ELIZABETH: And what if my husband were the Duke of York?

The penny drops for Lionel, but not his faith in his method and his success rate:

LIONEL: I can cure your husband. But for my method to work there must be trust and total equality in the safety of my consultation room. No exceptions.

It’s a testament to Helena Bonham Carter’s performance that you can see the relief in her face. Here is an adviser that is different, confident and will not make exceptions. Whether addressing commoner or royalty, he takes the same approach.

2. “Be not afraid. Creating intimacy takes courage.”

Obviously, this could be a flagship Client for Lionel; in that era, the gravitational pull of deference would have been immense. But his method – his advice – is based upon a relationship of equals, which he makes very clear to Bertie when they first meet.

LIONEL: I was told not to sit too close. I was also told, speaking to a Royal, one has to wait for the Royal to choose the subject.”

Cleverly, Lionel is already chipping away at the protocol; even Bertie acknowledges, with difficulty, that with him it could be a ‘rather long wait’. It’s a light moment before the inevitable conflict arises as the Adviser tries to map out his territory, focusing on facts:

LIONEL: When did the defect start?

BERTIE: It’s always been that way.

LIONEL: I doubt that.

BERTIE: Don’t tell me! It’s my defect.

LIONEL: It’s my field. I assure you, no infant starts to speak with a stammer.

After setting out his stall – he is the expert – he goes on to provoke Bertie, because it breaks down barriers and is part of the solution; Bertie doesn’t stammer when he’s angry. It’s hardly likely to be part of a B2B Client engagement strategy, but it’s a memorable reinforcement of the need to be brave in the face of defensive aggression.

3. “Illustrate, don’t tell.”

After provoking his potential Client, Lionel sets him an exercise to record his voice (if you haven’t seen the film, I’ll spare you the details). The session ends frostily, with Bertie saying that the treatment is not for him.

However, in a scene shortly after, Bertie listens to the recording, and realises that Lionel’s methods – or at least his approach – can yield results.

No one has told him this, it’s not on a testimonial. He has first hand, personal evidence of success.

4. “Earn the right to offer advice”

When Bertie returns to trial Lionel’s methods, the Royal couple set out their terms:

BERTIE: Strictly business. No personal nonsense.

ELIZABETH: I thought I’d made that very clear in our interview?

Lionel points out that the couple’s request will result in dealing with the issue at surface level, and is told that it will suffice. So rather than be precious, he agrees to focus on breathing techniques, physical exercise and tongue twisters. We know that it won’t address the core problem, but this is Lionel’s first steps in forming the relationship. He is earning the right to go further.

5. “Focus on the client as an individual, not as someone who is filling a role.”

Halfway through the film, Bertie’s father (King George V) dies. When Client and Adviser meet soon after, the conversation extends beyond the prescribed boundaries. As is his duty, Bertie has been presenting a formal face to the world, so he treats the meeting with Lionel as a form of release. Lionel learns much about his background, his upbringing, his relationship with his parents and his siblings – much of it the root causes of his impediment.

BERTIE: You know, Lionel, you’re the first ordinary Englishman…

LIONEL: Australian.

BERTIE: I’ve ever really spoken to.

Of course, the subtext is that Lionel is the first person that Bertie has spoken to about these issues. Lionel has now reached the status of Trusted Adviser.


The next time Bertie and Lionel meet, the prince is very angry with his elder brother. David is intent of marrying Mrs Simpson, a divorcee, so putting heart before duty. If it happens, Bertie will become King.

BERTIE: I am not an alternative to my brother.

LIONEL: If you had to, you could outshine David…

Lionel reaches out and gives Bertie a pat of comfort on the shoulder. Bertie pulls back in offended shock.

BERTIE: Don’t take liberties! That’s bordering on treason.

LIONEL: I’m just saying you could be King. You could do it!

BERTIE: That is treason.

They face each other, as though in combat.

LIONEL: I’m trying to get you to realise you need not be governed by fear.

BERTIE: I’ve had enough of this.

LIONEL: What are you afraid of?

BERTIE: Your poisonous words.

Bertie strides away, leaving Lionel to realise that he is no longer adviser to the man who is likely to be King.

It’s a brilliant scene, both dramatically and as illustration of a key point in Client intimacy. No matter how close the relationship becomes, there will always be areas that are off limits. Here, advice should only be given when invited.


7. “When you need help, ask for it.”

Events turn in the drama, leading to a reconciliation between Bertie and Lionel. This happens at Lionel’s home, where he is visited by the royal couple while his wife is out playing bridge. Which is just as well, as Lionel has not told her of his ‘star’ Client.

Unfortunately, she returns home early, and finds Elizabeth in the dinning room. Bertie and Lionel are in the parlour, in a scene that reveals the latter’s vulnerability:

BERTIE: Logue, we can’t stay here all day.

LIONEL: Yes we can.

BERTIE: Logue…

LIONEL: Look, I need to wait for the opportune moment.

BERTIE: (realising) You’re being a coward!

LIONEL: You’re damn right.

Decisive, Bertie stands and throws open the door.

BERTIE: Get out there, man!

And so the adviser is advised.

8. “Just because the client asks a question, doesn’t mean it’s the right question to answer.”

Bertie’s coronation is the first major test of Lionel’s methods. He attends the preparations at Westminster Abbey, and gets a very cold reception from the Archbishop of Canterbury, who takes an exception to this antipodean outsider. In the following scene, it’s obvious that ‘the establishment’ has done some digging into Lionel’s past, which they have fed to Bertie.

BERTIE: True, you never called yourself ‘Doctor’. I did that for you. No diploma, no qualifications. Just a great deal of nerve.

How does Lionel respond? By pointing out that when he was developing his methods (to help shell-shocked soldiers returning from the Great War) there was no training. He admits that he has no piece of paper, but asks Bertie to focus on his track record of results, and what they have achieved together.


I’ll stop at this point rather than spoil the end for those who haven’t yet seen The King’s Speech. I hope this post encourages you to do so, both as an emotionally charged historical biopic and as an object lesson in building Client relationships.

Maister et al say of the trusted advisor role: “… virtually all issues, personal and professional are open to discussion and exploration. 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.”

For any of us hoping to build such a relationship, there’s plenty to learn from Lionel Logue.

Who Are the Ultimate Trusted Advisors?

What profession do you think has the most ultimate trusted advisors per capita? Consultants? Doctors? Financial planners? I now know where my vote goes. PICU nurses.

A Child in Intensive Care

I spent the first ten days of 2011 coming from and going to the Pediatric Intensive Care Unit (PICU). Our six-year old niece “Abigail” (not her real name) was critically ill (she is better now.) It was a once-in-a-lifetime scary 10 days for our family.

During this time I observed–and experienced–the PICU nurses as they did their jobs. Obviously, education, training and technical expertise is required to work in PICU. But what blew me away was the dedication, passion, commitment and ultimate customer service that everyone showed—to a person.

Their every action was executed with love and care. Each time they touched Abigail or did anything to adjust her equipment or medications, they told her what they were doing (though she was totally sedated): “Abigail, I’m going to suction you now, honey.” They showed the utmost respect for her as a patient and as a human being. It made me re-think what it means to be of service.

I emerged from this rough week with a fresh appreciation for what it means to be dedicated to clients and love what you do. I found myself wondering whether anything I had ever done could come even remotely close to what these PICU nurses do every day. I’m not trying to compare apples to oranges (e.g. I am an organizational performance consultant, not a nurse), but I think there are some apples-to-apples lessons to be learned here.

Applying PICU Lessons to Consultants

I live in Washington, DC, a town brimming with consultants. Just one search command reveals plenty of consulting firms claiming to be trusted advisors. But if you parse them using The Trust Equation–I wonder how many would match the kind of ratings these nurses get?

PICU nurses may be the ultimate trusted advisors. They are experienced, technically skilled and have a high degree of credibility. They have to be reliable; if they don’t show up on time to replenish a medicine the patient could die. In many ways they have to subvert their egos and have a low self-orientation to be of service to the patient.

In fact, could they do their jobs if they didn’t care? I concluded maybe they could execute the task-oriented aspects of their jobs without caring. But the love and care they put into their work, which drives the intimacy component in the Trust Equation, may be a critical part of the medicine and treatment for the most ill.

The Power of Care

Some studies show that the hormone Oxytocin (dubbed the “trust or bonding hormone”) is released with human touch and stimulates feelings of serenity, happiness and love, dampening fear and stress and nurturing trust and security. While our niece lay in a medically-induced coma for days, one of the nurses on the midnight shift took the time to carefully comb through Abigail’s long, tangled hair –and then put it into two braids.

When her mother awoke in the morning she was moved to tears to see that while she slept in the room in a rather uncomfortable chair, someone had shown her daughter the love and care that often only one’s mother can offer. How might this display of intimacy have contributed to Abigail’s healing process?

Lessons for Advisors

Abigail was hooked up to advanced machines and pumped full of life-saving medicine. She received world-class health care. But she also was cared for by perhaps the ultimate trusted advisors. We’ll never know the full power of the PICU antidote that brought Abigail back to full health but we might take a few lessons from them:

  • Know what your client needs and then deliver it
  • Communicate straightforwardly (never lie or sugar coat anything)
  • If necessary, under-promise and over-deliver
  • Allow yourself to bring humanity to what you do, knowing that this may be what makes the biggest difference
  • When you say you are going to do something, deliver on your word
  • Never, ever let your ego get in the way of doing your job.

Tell Your Customers Why They Don’t Need You

You probably want your customers to trust you. And you probably tell them the truth about why they should buy from you.

You might think that’s enough for them to trust you, but of course it’s not. Oddly, what’s missing is telling them something about why they might not need you. Here’s why.

Consider these two sentences:

1. If you’re serious about wealth management, then you should consider whole life insurance as part of your portfolio.

2. If you distinctly need insurance coverage in addition to an investment product, then you should consider whole life insurance as part of your portfolio.

The first paragraph is a form of manipulative selling–like the assumptive close (“OK, shall we start on Monday or on Wednesday?”), or inducing a series of ‘yes’ answers (“Now, I assume you want your children to be taken care of, right?”).

Most people get annoyed when asked a question to which there’s only one reasonable answer. And most of us consider being asked that question a reason not to buy from the asker. So–don’t do that.

Instead, ask a question that allows reasonable people to answer differently.

Ask Questions that Allow Buyers to Self-Select

The second sentence is different. It provides information by distinguishing between people who might find value in the product and those who might not. Phrased that way, it not only educates the customer, it allows the customer to make a decision to opt-in or opt-out.

Most salespeople get nervous about questions that allow customers to opt out. Not, however, salespeople who understand the power of trust.

By giving a customer knowledge that permits opting out, a salesperson is putting him—or herself at risk. But without risk, there can be no trust—only control and the illusion of choice.

The reason trust works in sales is because human beings reciprocate when they are trusted. They appreciate being treated as adults, they appreciate not being manipulated and they appreciate being given choices that help them make intelligent decisions.

And they show their appreciation by buying, disproportionately, from those who treat them that way.

Let your customers know why they might not need you.

How To Prove You’re Reliable

Trust takes time. It’s one of those things we say without examination. Turns out it’s largely a myth.

Credibility. Reliability. Intimacy. Self-orientation. These are the four factors in the Trust Equation. Of these, we usually say that only Reliability takes time. Reliability lives in the realm of action, and because of that, repeated, consistent, predictable actions over the passage of time are required to show reliability.

But even that, on closer examination, isn’t always true.

On a recent trip I had a chance to see that Reliability can be demonstrated in a moment or two and needn’t always take time to prove. It was a taxi driver (why is it always taxi drivers who teach us so much?) who brought this point home.

A colleague and I were in Washington delivering a workshop and staying at a hotel “just across the parking lot” from the corporate center where the training was being held. Unfortunately, it was pouring rain, the parking lot was several football fields across and there were half a dozen different buildings to choose from. We knocked on the window of a waiting cab and asked if the driver would take us such a short distance, got an affirmative yes, and jumped in. And given the address, he knew exactly which building was our destination.

During the few minutes it took to get to the other building, the driver had a (hands-free) cell conversation with someone who had clearly ridden with him often and was booking an airport trip for the following day. When we got out and offered to pay, he wouldn’t take any fare but gave us his business card instead and suggested that we call him for our return trips out of Washington.

When we walked in the door, it turned out we had to go to yet another nearby address; this time an employee gave us a lift. To top it off, getting home had gotten a little more complicated: one of us was going to the airport, another to Union Station, both at different times and we weren’t 100% sure just where we needed to be picked up.

But when we were ready to organize our trips home, of course we called this driver. He’d already demonstrated his reliability. How?

It didn’t hurt that we were predisposed to like thim when he volunteered to run us across the football fields. It proved he wasn’t hungry for money or trying to take advantage of a couple of people who would have paid plenty to stay dry.

We heard him talking to someone who was clearly a long-time client. Must be reliable if a frequent traveler from the Washington area counted on him to help her make her flights on time. A big "R" there.

Finally, the business card. It suggested that he was serious about his work and made it easy for us to find him when we were ready to go.

Indeed, he found us at the new building at the right time, took my colleague to the airport and made it back in plenty of time to pick me up and get me to my train. 

All of which reminded me: even Reliability doesn’t always take time.

Becoming trusted is less about logging more hours—and more about the quality of our relationships.

TrustedAdvisor Associates Workshops & Events, Fall 2010

Join us this Fall at one or more of our 2010 TrustedAdvisor Associates events in McLean, VA; Livingston, NJ; and through globally accessed webinars!  Topics include "How Smart Companies Make the Sale."
We hope you’ll be able to attend and  look forward to seeing you!


Tues. Oct. 26th        Livingston, NJ          Charles H. Green

For Sobel & Co’s 5th Annual Business Symposium for Privately-Owned Companies, Charlie will speak on "How Smart Companies Make the Sale." Presentation 4-6PM, cocktail reception following. Westminister Hotel, 550 West Mount Pleasant Avenue, Livingston, New Jersey. Limited seating, RSVP only to Sally Glick at 973.994.9494 or [email protected]

TrustedAdvisor Associates Workshops & Events, Fall 2010

Join us this Fall at one or more of our 2010 TrustedAdvisor Associates events in Washington, DC; Livingston, NJ; and through globally accessed webinars!  Topics will include: the principles of Trust-based Selling(r), Being a Trusted Advisor: Walking the Talk, and "How Smart Companies Make the Sale."
We hope you’ll be able to attend and  look forward to seeing you!


Tues. Sept. 21st         Global Access          Charles H. Green

Charlie will be a presenter in the 2010 Mediation Business Summit webinar. He’ll talk about how the sales process is a powerful opportunity to create trust and how behaving in the a trustworthy manner during the sales process both creates customer trust and enhances the odds of getting the sale. He’ll outline the principles of Trust-based Selling(r) and discuss how to respond to the Six Toughest Sales Questions. Cost: $100 to attend entire event 8 speakers, via telephone. For more information and to register, visit

Tues. Sept. 28th          Washington, DC          Andrea Howe & Charles H. Green

Interested in learning how to increase trust anywhere, with anyone, anytime? Register now for Trusted Advisor Associates’ signature program,  Being a Trusted Advisor: Walking the Talk, co-led by Andrea Howe and Charles H. Green. All early registration seats are filled;register now before the program sells out!

Tues. Oct. 26th        Livingston, NJ          Charles H. Green

For Sobel & Co’s 5th Annual Business Symposium for Privately-Owned Companies, Charlie will speak on "How Smart Companies Make the Sale." Presentation 4-6PM, cocktail reception following. Westminister Hotel, 550 West Mount Pleasant Avenue, Livingston, New Jersey. Limited seating, RSVP only to Sally Glick at 973.994.9494 or [email protected]