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
