Introduction xvi
Why a Fieldbook xvi
Who Should Read this Book xvi
How to Use this Book xvii
Where to Begin xvii
Part I A Trust Primer 1
Chapter 1 Fundamental Truths 3
Trust Requires Trusting and Being Trusted 3
Trust Is Personal 3
Trust Is about Relationships 4
Trust Is Created in Interactions 4
There Is No Trust without Risk 4
Trust Is Paradoxical 5
Listening Drives Trust and Influence 5
Trust Does Not Take Time 5
Trust Is Strong and Durable, Not Fragile 6
You Get What You Give 7
Chapter 2 Fundamental Attitudes 9
Principles over Processes 9
You Are More Connected than You Think 11
It’s Not about You 11
Curiosity Trumps Knowing 11
Time Works for You 13
Chapter 3 The Dynamics of Influence 15
Earning the Right to Be Right: Three Steps 15
A Five-Point Checklist for Influencing Meetings 18
Chapter 4 Three Trust Models 22
The Trust Equation 22
The Trust Creation Process 25
The Trust Principles 26
Chapter 5 Five Trust Skills 33
Listen 33
Partner 34
Improvise 35
Risk 35
Know Yourself 36
Part II Developing Your Trust Skill Set 39
Chapter 6 Listen 41
The Listening Differentiator: Empathy 41
Four Barriers to Paying Attention 42
Three-Level Listening 43
Seven Listening Best Practices 47
Your Everyday Empathy Workout: Low Weights, High Reps 48
Chapter 7 Partner 51
Partnering Traits 51
Ten Common Partnering Barriers 52
Self-Assessment: Are You Primed for Partnership? 54
Specific Ways to Build Your Partnering Muscle 55
Chapter 8 Improvise 61
The Science behind Moments of Truth 62
How Moments of Truth Become Moments of Mastery 62
The Practice of Improvisation 62
Role-Play Your Way to Mastery 64
Chapter 9 Risk 68
The Relationship between Trust and Risk 69
Six Ways to Practice Risk-Taking 70
The Three-Question Transparency Test 71
A Tool for Truth-Telling: Name It and Claim It 72
The Power of Caveats 74
Chapter 10 Know Yourself 79
How Blind Spots Impede Trust-Building 79
Three Approaches to Expand Your Self-Knowledge 80
How to Use Self-Knowledge to Increase Trust 82
Part III Developing Business with Trust 85
Chapter 11 Trust-Based Marketing and Business Development 87
Focus on Your Customer 87
Collaborate to Drive New Business 89
Focus on Relationships, Not Transactions 90
Be Transparent with Prospects and Clients 91
Chapter 12 Trust-Based Networking 94
Ten Best Practices for Trust-Based Networking 95
Technology and Trust-Based Networking 97
Chapter 13 Delivering the Pitch 102
Sometimes the Best Pitch Is No Pitch 102
Don’t Skip the Prepitch Warm-Up 103
Make It Interactive 104
Have a Point of View 105
Take the Preoccupation Out of Price 105
With PowerPoint, Less Is More 106
Stop Selling Your Qualifications 106
Do Not Denigrate the Competition 107
Be Willing to Ditch the Pitch 107
Chapter 14 Handling Objections 110
The Problem: How You Think about Objections 110
The Antidote: Change Your Thinking 112
Three Ways to Improve the Quality of Your Conversations 113
Chapter 15 Talking Price 117
The Price Isn’t the Problem 118
When to Talk Price 119
How to Address Price Concerns 120
The Three Primary Drivers of Price Concerns 121
A Special Case: The Engineer Buyer 123
Chapter 16 Closing the Deal 125
Six Reasons Not to Always Be Closing 125
Five Practices to Stop Closing and Start Helping 127
Chapter 17 Developing New Business with Existing Clients 130
First, Deepen the Relationship 130
Move Upstream 131
Cross-Sell 132
Seek Referrals 133
Chapter 18 Selling to the C-Suite 136
What Sets the C-Suite Apart 136
A Different Kind of Preparation 136
Nine Best Practices for Successful C-Suite Meetings 139
Chapter 19 Reviving Stalled Relationships 143
How to Reengage 144
When It’s Time to Walk Away 145
Part IV Managing Relationships with Trust 149
Chapter 20 Starting Off Right 151
Three Ways Kickoffs Go Wrong 151
Four Key Ingredients for a Successful Kickoff 153
A Word of Caution 154
Chapter 21 Accelerating Trust 156
Three Steps for Creating Trust Quickly 157
21 Ways to Build Trust … Fast 158
Chapter 22 Navigating Politics 163
Seven Best Practices for Dealing with Organizational Politics 164
The Special Challenges of Client Politics 165
Chapter 23 Shifting from Tactics to Strategy 169
The Strategy Blind Spot 169
Four Key Questions to Shift the Conversation 170
How to Engage Strategically 173
Chapter 24 My Client Is a Jerk: Transforming Relationships Gone Bad 176
What Lies Behind Bad Behavior 176
From Difficult to Rewarding: Three Steps 177
Reframing: Five Steps to a Better
Problem Statement 180
Chapter 25 Dealing with Untrustworthy People 183
Blame and an Inability to Confront 183
Constructive Confrontation 184
When You Can’t Confront 186
When to Walk Away 186
Chapter 26 Trust-Based Negotiations 189
Where Negotiations Go Wrong 189
Changing the Game by Working from Trust 191
Chapter 27 Building Trust at a Distance 195
The Key to Building Trust at a Distance: Familiarity 196
The Role of Technology in Communication 198
Ten Best Practices for Managing Virtual Teams 199
Part V Building and Running a Trustworthy Organization 201
Chapter 28 Making the Case for Trust 203
Economic Benefits of Trust 203
Social Benefits of Trust 206
Ethical Benefits of Trust 206
Chapter 29 Creating a Culture of Trust 209
Two Keys to Trust Culture Change: Virtues and Values 209
Implementing Trust Initiatives 211
Spotlight on Trust Diagnostics 215
Chapter 30 Trust in Internal Staff Functions 219
The Top Trust Barriers by Function 220
Five Trust-Enhancing Opportunities for Internal Staff 220
Don’t Confuse Your Metrics with Your Mission 222
Chapter 31 Training for Trustworthiness 225
The One-Two Punch for Trustworthiness Training 225
How to Set Off the Aha: A Nine-Point Checklist 227
Eleven Ways to Make It Stick 228
Create the Right Learning Environment 229
List of Lists
Chapter 1 Fundamental Truths 233
Chapter 2 Fundamental Attitudes 233
Chapter 3 The Dynamics of Influence 233
Chapter 4 Three Trust Models 234
Chapter 5 Five Trust Skills 235
Chapter 6 Listen 236
Chapter 7 Partner 237
Chapter 8 Improvise 237
Chapter 9 Risk 238
Chapter 10 Know Yourself 239
Chapter 11 Trust-Based Marketing and Business Development 239
Chapter 13 Delivering the Pitch 241
Chapter 14 Handling Objections 242
Chapter 15 Talking Price 243
Chapter 16 Closing the Deal 244
Chapter 17 Developing New Business with Existing Clients 244
Chapter 18 Selling to the C-Suite 245
Chapter 19 Reviving Stalled Relationships 245
Chapter 20 Starting Off Right 246
Chapter 21 Accelerating Trust 246
Chapter 22 Navigating Politics 247
Chapter 23: Shifting from Tactics to Strategy 248
Chapter 24 My Client Is a Jerk: Transforming Relationships Gone Bad 249
Chapter 25 Dealing with Untrustworthy People 249
Chapter 26 Trust-Based Negotiations 250
Chapter 27 Building Trust at a Distance 251
Chapter 28 Making the Case for Trust 252
Chapter 29 Creating a Culture of Trust 252
Chapter 30 Trust in Internal Staff Functions 254
Chapter 31 Training for Trustworthiness 254
Notes 257
Selected Bibliography 263
About the Authors 264
Index 265
Charles H. Green is founder and CEO of Trusted Advisor Associates. The author of Trust-Based Selling and coauthor of The Trusted Advisor, he is a noted speaker on trust in sales, within organizations, and in external business relationships. Andrea P. Howe is part of the leadership team of Trusted Advisor Associates. She is also the founder and President of BossaNova Consulting Group. A veteran consultant and seminar leader, Andrea specializes in serving global professional services firms.
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