The Trusted Advisor Fieldbook A Comprehensive Toolkit for Leading with Trust

Introduction

Why a Fieldbook

Who Should Read this Book

How to Use this Book

Where to Begin

I: A Trust Primer

Chapter 1: Fundamental Truths

Fundamental Truth 1: Trust Requires Trusting and Being Trusted

Fundamental Truth 2: Trust is Personal

Fundamental Truth 3: Trust is About Relationships

Fundamental Truth 4: Trust is Created in Interactions

Fundamental Truth 5: There Is No Trust Without Risk

Fundamental Truth 6: Trust is Paradoxical

Fundamental Truth 7: Listening Drives Trust and Influence

Fundamental Truth 8: Trust Does Not Take Time

Fundamental Truth 9: Trust is Strong and Durable, not Fragile

Fundamental Truth 10: You Get What You Give

Chapter 2: Fundamental Attitudes

Fundamental Attitude 1: Principles over Processes

Fundamental Attitude 2: You Are More Connected Than You Think

Fundamental Attitude 3: It's Not About You

Fundamental Attitude 4: Curiosity Trumps Knowing

Fundamental Attitude 5: Time Works for You

Chapter 3: The Dynamics of Influence

Earning the Right to Be Right: Three Steps

A Five-Point Checklist for Influencing Meetings

Chapter 4: Three Trust Models

Trust Model #1: The Trust Equation

Trust Model #2: The Trust Creation Process

Trust Model #3: The Trust Principles

Chapter 5: Five Trust Skills

Listen

Partner

Improvise

Risk

Know Yourself

II: Developing Your Trust Skill Set

Chapter 6: Listen

The Listening Differentiator: Empathy

Four Barriers to Paying Attention

Three-Level Listening

Seven Listening Best Practices

Your Everyday Empathy Workout: Low Weights, High Reps

Chapter 7: Partner

Partnering Traits

Ten Common Partnering Barriers

Self-Assessment: Are You Primed for Partnership?

Specific Ways to Build Your Partnering Muscle

Chapter 8: Improvise

The Science behind Moments of Truth

How Moments of Truth become Moments of Mastery

The Practice of Improvisation

Role-Play Your Way to Mastery

Chapter 9: Risk

The Relationship between Trust and Risk

Six Ways to Practice Risk-Taking

The Three-Question Transparency Test

A Tool for Truth-Telling: Name It and Claim It

The Power of Caveats

Chapter 10: Know Yourself

How Blind Spots Impede Trust-Building

Three Approaches to Expand Your Self-Knowledge

How to Use Self-Awareness to Increase Trust

III: Developing Business with Trust

Chapter 11: Trust-Based Marketing and Business Development

Focus on Your Customer

Collaborate to Drive New Business

Focus on Relationships, not Transactions

Be Transparent with Prospects and Clients

Chapter 12: Trust-Based Networking

Ten Best Practices for Trust-Based Networking

Technology and Trust-Based Networking

Chapter 13: Delivering “the Pitch”

1. Sometimes the Best Pitch is No Pitch

2. Don't Skip the Pre-Pitch Warm-Up

3. Make It Interactive

4. Have a Point of View

5. Take the Pre-Occupation Out of Price

6. With PowerPoint, Less is More

7. Stop Selling Your Qualifications

8. Do Not Denigrate the Competition

9. Be Willing to Ditch the Pitch

Chapter 14: Handling Objections

The Problem: How You Think About Objections

The Antidote: Change Your Thinking

Three Ways To Improve The Quality Of Your Conversations

Chapter 15: Talking Price

The Price Isn't the Problem

When to Talk Price

How to Address Price Concerns

The Three Primary Drivers of Price Concerns

A Special Case: The Engineer Buyer

Chapter 16: Closing the Deal

Six Reasons Not to “Always Be Closing”

Five Practices to Stop Closing and Start Helping

Chapter 17: Developing New Business with Existing Clients

First, Deepen the Relationship

Move Upstream

Cross-Sell

Seek Referrals

Chapter 18: Selling to the C-Suite

What Sets the C-Suite Apart

A Different Kind of Preparation

Manage Your Motives

Manage Your Role

Manage Your Emotions

Nine Best Practices for Successful C- Suite Meetings

Chapter 19: Reviving Stalled Relationships

How to Re-Engage

When It’s Time to Walk Away

IV: Managing Relationships with Trust

Chapter 20: Starting Off Right

Three Ways Kickoffs Go Wrong

Four Key Ingredients for a Successful Kickoff

A Word of Caution

Chapter 21: Accelerating Trust

Three Steps for Creating Trust Quickly

Chapter 22: Navigating Politics

Seven Best Practices for Dealing with Organizational Politics

The Special Challenges of Client Politics

Chapter 23: Shifting from Tactics to Strategy

The Strategy Blind Spot

Four Key Questions to Shift the Conversation

How to Engage Strategically

Chapter 24: My Client is a Jerk: Transforming Relationships Gone Bad

What Lies Behind “Bad Behavior”

From “Difficult” to “Rewarding”: Three Strategies

Reframing: Five Steps to a Better Problem Statement

Chapter 25: Dealing with Untrustworthy People

Blame and an Inability to Confront

Constructive Confrontation

When You Can't Confront

When to Walk Away

Chapter 26: Trust-Based Negotiations

Where Negotiations Go Wrong

Changing the Game by Working from Trust

V: Building and Running a Trustworthy Organization

Chapter 27: Building Trust at a Distance

The Keys to Building Trust at a Distance

The Role of Technology in Communication

Best Practices for Managing Virtual Teams

Chapter 28: Making the Case for Trust

Economic Benefits of Trust

Social Benefits of Trust

The Ethical Benefits of Trust

Chapter 29: Creating a Culture of Trust

What Sets Trust Initiatives Apart

Two Keys to Trust Culture Change: Virtues and Values

Implementing Trust Initiatives

Spotlight on Trust Diagnostics

Chapter 30: Trust in Internal Staff Functions

The Top Trust Barriers by Function

Five Trust-Enhancing Opportunities for Internal Staff

Don’t Confuse Your Metrics with Your Mission

Chapter 31: Training for Trustworthiness

The One-Two Punch for Trustworthiness Training

How to Set Off the “Aha”: A Nine-Point Checklist

11 Ways to Make it Stick

Create the Right Learning Environment

List of Lists

End Notes

Selected Bibliography

Author Bios