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- Sales Rank: #6092502 in Books
- Published on: 2001-10-09
- Dimensions: 8.40" h x
.60" w x
5.50" l,
- Binding: Paperback
The Trusted Advisor Integrating detailed analysis, illuminating examples, and a hands-on approach, this practical business handbook explores the essential components and benefits of developing trust-based relationships in the corporate world. Full description
Customer Reviews
Most Helpful Customer Reviews
5 of 6 people found the following review helpful.
By Caufrier Frederic
If you would map out the four types of possible business relationships following 2 parameters (breath of business issues and depth of personal relationships) you would notice that trust-based relationships goes the deepest (followed by relationship-based, needs-based and service offering-based relationships, in descending order).This work covers trust-based relationships in a very systematic way, works out a trust process-model and illustrates on how making it work. The trust process-model with 5 stages (engage, listen, frame, envision and commit) is nicely explained and illustrated. Most of it will sound very familiar; still this work gives it a nice context and the overall structure of this book makes it a very pleasant read.Part 1 - Perspectives on trustPart 2 - The structure of trust buildingPart 3 - Putting trust to workIf you would just scan through the contents of this book, it would give you a good idea of the added value. A very interesting read!ContentsIntroductionHow to use this bookPart 1 - Perspectives on trust1) A sneak preview: What would be the benefits if your clients trusted you more? What are the primary characteristics of a trusted advisor?2) What is a Trusted Advisor? (What do great trusted advisors all seem to do?)3) Earning Trust (What are the dynamics of trusting and being trusted?)4) How to give advice (How do you ensure your advice is listened to?)5) The rules of Romance: Relationship building (What are the principles of building strong relationships?)6) The importance of mindsets (What attitude must you have to be effective?)7) Sincerity or technique? (Do you really have to care for those you advise?)Part 2 - The structure of trust building8) The trust equation (What are the four key components that determine the extent of trust?)9) The development of trust (What are the 5 stages of trust-building?)10) Engagement (How do you get clients to initiate discussions with you?)11) The art of listening (How can you improve your listening skills?)12) Framing the issue (How can you help clients look at their issues in a fresh way?)13) Envisioning an alternate reality (How can you help clients clarify what they're really after?)14) Commitment(How do you ensure clients are willing to do what it takes to solve their problems?)Part 3 - Putting trust to work15) What's so hard about all this? (Why are truly trust-based relationships so scarce?)16) Different client types (How do you deal with clients of differing types?)17) The Lieutenant Columbo approach (What can we learn from an unorthodox winner?)18) The role of trust in getting hired (How do you create trust at the outset of a relationship?)19) Building trust on the current assignment (How can you conduct your assignment in a way that adds to trust?)20) Re-earning trust away from the current assignment (How can we build trust when you're not working on an assignment?)21) The case of cross-selling (Why is cross-selling so hard, and what can be done about it?)22) The Quick-impact list to gain trust (What are the key things you should do first?)Appendix: A compilation of our listsNotes and references
6 of 7 people found the following review helpful.
By Kevin Haverty
David Maister has previously written a superb book on Managing the Professional Services Firm, which I would recommend to any manager of service based organisations. The Trusted Advisor is geared to management consultants and is perhaps more suited to independent self-employed consultants. It provides most of what you need to remember in developing long-lasting trust-based relationships. Key tips that resonated with me included: Your job is not to solve, but to help the client to solve his problems; Create the dialogue that leads to the advice; You cannot simply offer advice in a blunt fashion, you sometimes need an emotional context; Don't assume total personal responsibility either for achievements or for failure.No particular gripes with this book, it will now become one of my regular health-checks.
23 of 25 people found the following review helpful.
By Charles Vasey
This is a most useful book on how the professional adviser must act if they are to secure and retain the trust of their clients. It avoids the Dale Carnegie "Just Be Nice" approach by analysing why one wants to generate trust and how it is done. There is no argument that if you find you do not like a potential client you should walk away (and, speaking from personal experience what a joy that is); there are also some handy suggestions of how to do this if you are not a free agent in such a case but working within an organisation.The proposed responses are, of course, written by and for Americans and come over as deeply insincere in the mouths of the British, but they are not scripts but proposals. You can easily adapt them to different cultures because, however it is expressed, the basis of trust is the basically same in most cultures.The book acts as a valuable specific to those that suggest various up-selling strategies or ones in which the advisor portrays himself as The Top Man. By shifting one's vision to how this is perceived by the recipient we can see that up-selling can work, but only if the client leads you to it. The book's key is in constantly restating our approaches in terms of how they are perceived by the potential client, not how they address our internal needs and aims. It is a policy that I've found pays dividends.Recommended.
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