The Trusted Advisor

A pinnacle of the interaction with your clients is becoming a trusted advisor. The more that clients trust you, the more they will reach out to you for your advice, bring you in on more advanced, complex strategic issues, pay your bills without questions, refer you to their friends and business acquaintances, and forgive you when you make a mistake.

A trusted advisor handles a broad range of business issues for their clients as well has a deep personal relationship with them. The trusted advisor acts variously as a mirror, a sounding board, a confessor, a mentor, and even, at times, as the jester. It is the depth of the relationship that makes it trust based. Building this trust is a significant step in growing yourself and your business. You won’t become a trusted advisor to all your clients, but if the connection is there you can move the relationship to one of trust.

David H. Maister, Charles H. Green and Robert Galford in their book The Trusted Advisor describe several stages in the evolutionary process of becoming a trusted advisor: the subject matter or process expert, the subject matter expert with related capabilities, a valuable resource, and ultimately the trusted advisor.

The trusted advisor focuses on the client as an individual rather than a person filling a role for themselves. Problem definition and resolution is more important than technical or content mastery; and she has a strong competitive drive to find new ways to be of greater service. Also, trusted relationships grow rather than appear. The trusted relationship is both rational and emotional, and it is different for the client than for the advisor.

There are several principles of the trusted relationship that will help you build creditability and the trusted relationships: Go first and illustrate, rather than tell; listen for what’s different, not necessarily what’s the same; ask permission; say what you mean; have a sincere interest in the other person; be appreciative; and do your homework on your client.

Grow Your Level of Trust

You can increase the level of trust you have with your clients. First, importantly determine what stage you are at with them in terms of being a trusted relationship: a subject matter expert, an expert plus additional areas, a resource, or a trusted advisor. Clarify what it is you do that indicates the level of trust you currently have, set your intention to move the relationship to new level, and create a plan to develop the level of trust you want.

Some of the actions you take are internal, such as learning about your client and his or her business, and listening without judgment, and some are external such as anticipating needs or adding more value than expected. Finally, don't go it alone. Involve a colleague, advisor, coach, or mentor for reality checks and feed-back. You will get there faster with less wrong turns.

I wish you growth and success as you build your valuable client relationships.

Best regards,

Rick Raymond

Teams and Stars

I having been reading Patrick Lencioni’s book, “The Five Dysfunctions of a Team,” and I'm finding that the team function has been in my conversations with others lately.  I don’t know if it is the “yellow Volkswagen syndrome,” which is that you never see a yellow Volkswagen until you are thinking about buying one.  Lencioni’s fifth dysfunction of a team is “Inattention to Results” which he identifies as the pursuit of individual star status and ego over the team.  Team-work defines organizations as apart from a sole proprietorship, and John Wooden, the storied UCLA basketball coach, said that stars win games, but teams win championships.

My yellow Volkswagen was an email from Zig Zigler who told a story about teams in another way.  He wrote:

When my wife and I were in Sydney, Australia, we had an opportunity to attend a performance of the Sydney Philharmonic Orchestra at the famed Opera House.  The seats were choice, our night was free, so we jumped at the opportunity.  When we arrived 30 minutes early, the orchestra members were already warming up.  The individuals came in all sizes, ages and colors, and were both male and female.  Some of them, like the cymbals player, would perform five or six seconds during the entire evening, while the cellist had one part that would extend over 20 minutes.  As they warmed up, the “music” sounded like noise to me.

At one minute before eight the conductor walked into the orchestra pit.  Immediately, everybody sat up straight.  As he stepped to the podium, everybody was at attention.  At eight o’clock, he raised the baton and when his arms came down the music started.  What had been “noise” a few seconds earlier became a beautiful melody.

The orchestra leader had converted a team of all-stars to an all-star team.  While each instrument produced entirely different tones, they all blended together in harmony.  No one instrument dominated any other, but rather harmonized with and became a part of the others.  Can you imagine what the results would have been, had every artist made up his or her mind that their instrument should be the star of the performance? 

This conductor had, for a number of years, been a musician in an orchestra.  He had learned to be “obedient” and follow the orchestra conductor when he was a performer.  In short, he had learned to obey in order that later he could command.  I once saw a young man with a t-shirt emblem that said “I follow no one.”  What a tragedy!  Because, until he learns to follow, he will never be able to lead.  Think about it and I’ll SEE YOU AT THE TOP! 

This is the antithesis of Lencioni’s fifth dysfunction of a team.