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The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust

Book Description

A practical guide to being a trusted advisor for leaders in any industry

In this hands-on successor to the popular book The Trusted Advisor, you'll find answers to pervasive questions about trust and leadership—such as how to develop business with trust, nurture trust-based relationships, build and run a trustworthy organization, and develop your trust skill set. This pragmatic workbook delivers everyday tools, exercises, resources, and actionable to-do lists for the wide range of situations a trusted advisor inevitably encounters. The authors speak in concrete terms about how to dramatically improve your results in sales, relationship management, and organizational performance.

Your success as a leader will always be based on the degree to which you are trusted by your stakeholders. Each chapter offers specific ways to train your thinking and your habits in order to earn the trust that is necessary to be influential, successful, and known as someone who makes a difference.

  • Self-administered worksheets and coaching questions provide immediate insights into your current business challenges

  • Real-life examples demonstrate proven ways to "walk the talk"

  • Action plans bridge the gap between insights and outcomes

  • Put the knowledge and practices in this fieldbook to work, and you'll be someone who earns trust quickly, consistently, and sustainably—in business and in life.

    Table of Contents

    1. Cover
    2. Endorsements
    3. Title Page
    4. Copyright
    5. Dedication
    6. Acknowledgements
    7. Introduction
      1. Why a Fieldbook
      2. Who Should Read this Book
      3. How to Use this Book
      4. Where to Begin
    8. Part I: A Trust Primer
      1. Chapter 1: Fundamental Truths
        1. Fundamental Truth 1: Trust Requires Trusting and Being Trusted
        2. Fundamental Truth 2: Trust Is Personal
        3. Fundamental Truth 3: Trust Is about Relationships
        4. Fundamental Truth 4: Trust Is Created in Interactions
        5. Fundamental Truth 5: There Is No Trust without Risk
        6. Fundamental Truth 6: Trust Is Paradoxical
        7. Fundamental Truth 7: Listening Drives Trust and Influence
        8. Fundamental Truth 8: Trust Does Not Take Time
        9. Fundamental Truth 9: Trust Is Strong and Durable, Not Fragile
        10. Fundamental Truth 10: You Get What You Give
      2. Chapter 2: Fundamental Attitudes
        1. Fundamental Attitude 1: Principles over Processes
        2. Fundamental Attitude 2: You Are More Connected than You Think
        3. Fundamental Attitude 3: It’s Not about You
        4. Fundamental Attitude 4: Curiosity Trumps Knowing
        5. Fundamental Attitude 5: Time Works for You
      3. Chapter 3: The Dynamics of Influence
        1. Earning the Right to Be Right: Three Steps
        2. A Five-Point Checklist for Influencing Meetings
      4. Chapter 4: Three Trust Models
        1. The Trust Equation
        2. The Trust Creation Process
        3. The Trust Principles
      5. Chapter 5: Five Trust Skills
        1. Listen
        2. Partner
        3. Improvise
        4. Risk
        5. Know Yourself
    9. Part II: Fundamental Truths
      1. Chapter 6: Listen
        1. The Listening Differentiator: Empathy
        2. Four Barriers to Paying Attention
        3. Three-Level Listening
        4. Listening for Data
        5. Seven Listening Best Practices
        6. Your Everyday Empathy Workout: Low Weights, High Reps
      2. Chapter 7: Partner
        1. Partnering Traits
        2. Ten Common Partnering Barriers
        3. Self-Assessment: Are You Primed for Partnership?
        4. Specific Ways to Build Your Partnering Muscle
      3. Chapter 8: Improvise
        1. The Science behind Moments of Truth
        2. How Moments of Truth Become Moments of Mastery
        3. The Practice of Improvisation
        4. Role-Play Your Way to Mastery
      4. Chapter 9: Risk
        1. The Relationship between Trust and Risk
        2. Six Ways to Practice Risk-Taking
        3. The Three-Question Transparency Test
        4. A Tool for Truth-Telling: Name It and Claim It
        5. The Power of Caveats
      5. Chapter 10: Know Yourself
        1. How Blind Spots Impede Trust-Building
        2. Three Approaches to Expand Your Self-Knowledge
        3. How to Use Self-Knowledge to Increase Trust
    10. Part III: Developing Business with Trust
      1. Chapter 11: Trust-Based Marketing and Business Development
        1. Focus on Your Customer
        2. Collaborate to Drive New Business
        3. Focus on Relationships, Not Transactions
        4. Be Transparent with Prospects and Clients
      2. Chapter 12: Trust-Based Networking
        1. Ten Best Practices for Trust-Based Networking
        2. Technology and Trust-Based Networking
      3. 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 Preoccupation 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
      4. Chapter 14: Handling Objections
        1. The Problem: How You Think about Objections
        2. The Antidote: Change Your Thinking
        3. Three Ways to Improve the Quality of Your Conversations
      5. Chapter 15: Talking Price
        1. The Price Isn’t the Problem
        2. When to Talk Price
        3. How to Address Price Concerns
        4. The Three Primary Drivers of Price Concerns
        5. A Special Case: The Engineer Buyer
      6. Chapter 16: Closing the Deal
        1. Six Reasons Not to Always Be Closing
        2. Five Practices to Stop Closing and Start Helping
      7. Chapter 17: Developing New Business with Existing Clients
        1. First, Deepen the Relationship
        2. Move Upstream
        3. Cross-Sell
        4. Seek Referrals
      8. Chapter 18: Selling to the C-Suite
        1. What Sets the C-Suite Apart
        2. A Different Kind of Preparation
        3. Nine Best Practices for Successful C-Suite Meetings
      9. Chapter 19: Reviving Stalled Relationships
        1. How to Re-Engage
        2. When It’s Time to Walk Away
    11. Part IV: Managing Relationships with Trust
      1. Chapter 20: Starting Off Right
        1. Three Ways Kickoffs Go Wrong
        2. Four Key Ingredients for a Successful Kickoff
        3. A Word of Caution
      2. Chapter 21: Accelerating Trust
        1. Three Steps for Creating Trust Quickly
        2. 21 Ways to Build Trust … Fast
      3. Chapter 22: Navigating Politics
        1. Seven Best Practices for Dealing with Organizational Politics
        2. The Special Challenges of Client Politics
      4. Chapter 23: Shifting from Tactics to Strategy
        1. The Strategy Blind Spot
        2. Four Key Questions to Shift the Conversation
        3. How to Engage Strategically
      5. Chapter 24: Selling to the C-Suite
        1. What Lies Behind Bad Behavior
        2. From Difficult to Rewarding: Three Steps
        3. Reframing: Five Steps to a Better Problem Statement
      6. Chapter 25: Dealing with Untrustworthy People
        1. Blame and an Inability to Confront
        2. Constructive Confrontation
        3. When You Can’t Confront
        4. When to Walk Away
      7. Chapter 26: Trust-Based Negotiations
        1. Where Negotiations Go Wrong
        2. Changing the Game by Working from Trust
      8. Chapter 27: Building Trust at a Distance
        1. The Key to Building Trust at a Distance: Familiarity
        2. The Role of Technology in Communication
        3. Ten Best Practices for Managing Virtual Teams
    12. Part V: Building and Running a Trustworthy Organization
      1. Chapter 28: Making the Case for Trust
        1. Economic Benefits of Trust
        2. Social Benefits of Trust
        3. Ethical Benefits of Trust
      2. Chapter 29: Creating a Culture of Trust
        1. Two Keys to Trust Culture Change: Virtues and Values
        2. Implementing Trust Initiatives
        3. Spotlight on Trust Diagnostics
      3. Chapter 30: Trust in Internal Staff Functions
        1. The Top Trust Barriers by Function
        2. Five Trust-Enhancing Opportunities for Internal Staff
        3. Don’t Confuse Your Metrics with Your Mission
      4. Chapter 31: Training for Trustworthiness
        1. The One-Two Punch for Trustworthiness Training
        2. How to Set Off the Aha: A Nine-Point Checklist
        3. Eleven Ways to Make It Stick
        4. Create the Right Learning Environment
    13. List of Lists
      1. Chapter 1 Fundamental Truths
      2. Chapter 2 Fundamental Attitudes
      3. Chapter 3 The Dynamics of Influence
      4. Chapter 4 Three Trust Models
      5. Chapter 5 Five Trust Skills
      6. Chapter 6 Listen
      7. Chapter 7 Partner
      8. Chapter 8 Improvise
      9. Chapter 9 Risk
      10. Chapter 10 Know Yourself
      11. Chapter 11 Trust-Based Marketing and Business Development
      12. Chapter 12 Trust-Based Networking
      13. Chapter 13 Delivering the Pitch
      14. Chapter 14 Handling Objections
      15. Chapter 15 Talking Price
      16. Chapter 16 Closing the Deal
      17. Chapter 17 Developing New Business with Existing Clients
      18. Chapter 18 Selling to the C-Suite
      19. Chapter 19 Reviving Stalled Relationships
      20. Chapter 20 Starting Off Right
      21. Chapter 21 Accelerating Trust
      22. Chapter 22 Navigating Politics
      23. Chapter 23: Shifting from Tactics to Strategy
      24. Chapter 24 My Client Is a Jerk: Transforming Relationships Gone Bad
      25. Chapter 25 Dealing with Untrustworthy People
      26. Chapter 26 Trust-Based Negotiations
      27. Chapter 27 Building Trust at a Distance
      28. Chapter 28 Making the Case for Trust
      29. Chapter 29 Creating a Culture of Trust
      30. Chapter 30 Trust in Internal Staff Functions
      31. Chapter 31 Training for Trustworthiness
    14. Notes
      1. Chapter 1 Fundamental Truths
      2. Chapter 2 Fundamental Attitudes
      3. Chapter 3 The Dynamics of Influence
      4. Chapter 4 Three Trust Models
      5. Chapter 5 Five Trust Skills
      6. Chapter 6 Listen
      7. Chapter 7 Partner
      8. Chapter 8 Improvise
      9. Chapter 9 Risk
      10. Chapter 10 Know Yourself
      11. Chapter 11 Trust-Based Marketing and Business Development
      12. Chapter 12 Delivering the Pitch
      13. Chapter 13 Delivering the Pitch
      14. Chapter 14 Handling Objections
      15. Chapter 16 Closing the Deal
      16. Chapter 17 Developing New Business with Existing Clients
      17. Chapter 21 Accelerating Trust
      18. Chapter 25 Dealing with Untrustworthy People
      19. Chapter 26 Trust-Based Negotiations
      20. Chapter 27 Building Trust at a Distance
      21. Chapter 28 Making the Case for Trust
      22. Chapter 29 Creating a Culture of Trust
      23. Chapter 30 Trust in Internal Staff Functions
      24. Chapter 31 Training for Trustworthiness
    15. Selected Bibliography
    16. About the Authors
      1. Charles H. Green
      2. Andrea P. Howe
    17. Index