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TimeContentMethod / Person 10 minutesWelcome & objectives Trainer led 5 minutes Defining trust Trainer led 10 minutes Activity: Clients who trust you vs. Clients that don’t Trainer led 5 minutes The role of a Trusted Advisor Trainer led Group activity 15 minutes Think like your client’s think Trainer led 10 minutes 4 C’s model for building trust Trainer led 15 minutes Building trust – what questions to ask and how to ask them Trainer led 15 minutes Asking tough questions in a nice way Group activity 10 minutes Break 15 minutes Effective Listening Trainer led Group activity 30 minutes Building trust by adapting to the style of your client Trainer led Group activity 30 minutes Role play activity Group activity 10 minutes Cool Down Period Trainer led Overview of the workout

How do you define ‘Trust’? “You can have all the facts and figures, all the supporting evidence, all the endorsement that you want, but if you don’t COMMAND TRUST, you won’t get anywhere” Niall Fitzgerald, ex Chairman Unilever

Definitions of trust Rely on the integrity of a person/company To depend on someone To place confidence in someone To believe in someone/company To place in the care of another; entrust To grant discretion to confidentiality

Which clients trust you? Which don’t? Why? Think of 1-2 x clients that ‘trust’ you Discuss why they trust you Discuss the benefit of having this trust Think of 1-2 clients that don’t ‘trust’ you Discuss why not Consider the impact no trust has when working with them Be prepared to discuss with the group in 10 minutes

The importance of trust when selling ↓ Trust = ↑ Time ↑ Cost ↑ Trust = ↓ Time ↓ Cost

Focus on the client, not selling to the client

Bring value to both you and the client Focused on achieving a sales target Focused on helping the client Consultant "Sales are reliant on the attitude of the sales person, not the attitude of the client"

Understanding how clients buy and aligning how you sell helps build trust Match their buying cycle. Steer & move them forward towards ‘Purchase’ Sales Cycle Buying Cycle

The buying process Currently Doing Recognise a Need or Want Evaluate Options Resolve Concerns Purchase

How this can help us maintain and build trust Currently Doing Recognise a Need or Want Evaluate Options Resolve Concerns Purchase What happens if we are selling / pitching, and the client is in Currently Doing? The client says: “We don’t need that; we don’t need to change what we’re doing” What we should be doing: Asking questions to explore their Needs or Wants. Not selling! Sales Cycle Buying Cycle Q

How this can help us maintain and build trust (2) Currently Doing Recognise a Need or Want Evaluate Options Resolve Concerns Purchase The client is Evaluating Options and we are exploring Needs/Wants? The client says: “Just tell me how you can help me” What we should be doing: Pitching, explaining how we can meet their needs or wants Sales Cycle Buying Cycle Q

A model to develop trust Caring KnowledgeableCredible Honesty

How can we improve our care factor? “You’ll have more fun and success when you stop trying to get what you want, and start helping others get what they want” – Dale Carnegie The best way to sell is actually not to sell, but to care

Selling to someone whilst building trust. Follow these guidelines Telling IS NOT persuading You can’t help someone succeed who has no perceived NEEDS or WANTS You can’t talk about your solution until you understand the problems the solution is supposed to fix OR the results it’s supposed to achieve To succeed, you need to develop a SOUND BUSINESS CASE “People don’t care how much you know until they know how much you care” People make decisions based on moving away from PAIN or moving toward GAIN - You have to find 1 or the other “

Ask questions to find the PAIN or GAIN PAINGAIN CHANGE PAIN Pressure Points ChallengesProblemsDownside

Types of questions – “judge a person by their questions, not their answers” Why How, What Which, When, Who Closed – Yes/No High Low Power of questions Often not known; judgemental; confrontational High value but high risk

We use our ‘softer skills’ to soften the “why” question + Use our brain to determine the right question to ask Use our ‘softer skills’ to re- word the question

Our ‘softer skills’ play a big part in building trust Softer Skills Intelligence / brain

Exercise – list our “why” questions and then soften them Work on these 2 common scenarios 1.“Our budgets have already been allocated for next year” 2.“We don’t believe in using external consultants” Break into 2 x teams Each team to work on a different scenario Output Each team to list 5 questions they need to ask for this scenario (some will be “why” questions – “why have you done that?”) Now use your softer skills (EQ) to re-word the questions to avoid any confrontation and to build trust

Listening is also key Level 1 Self listening: tuned into our own agenda Level 2 Active listening: tuned into their agenda

Listening activity

Make it easy for people to trust you. Adjust to their style and motivations

A person’s motivation is typically a combination of the three categories, but one category is dominant TypeDescriptionBehaviours Relationship Need for establishing, maintaining, or restoring positive emotional relationships Focuses on being liked or accepted Tried to minimise conflict Wants to place interests of group / team above personal needs Achievement Need for measurable, personal accomplishment Strives to outperform others Tries to make a unique contribution Sets goals & deadlines Makes plans to overcome obstacles Authority Need to influence or exert control over others Tries to influence through powerful actions (verbal attacks, argument) Intentionally provokes, and seeks control over others’ reactions Wants to acquire reputation/status

How should we communicate with each type? How do you like to be communicated with?  What is your perception (+ve / -ve) of the other 2 types?

Dealing with Relationship people Stress value of relationship to you: communicate “I like working with you” Discuss how recommendations affect people in the organisation - show sensitivity to their needs Encourage mutual personal disclosure (“I feel… I fear …I appreciate”) Start conversations with small talk – catching up, ask about weekend plans, kids, etc. Schmooze (make light conversation) liberally Avoid conflict and confrontational situations and language Avoid invoking the rule book or policies - be flexible in interactions and processes

Dealing with Achievement people Lay out clear timelines and deliverables Break up larger tasks and initiatives into smaller segments Communicate specific ways in which they can exert influence on outcomes State sense of personal achievement as a reward for efforts Use process and language of problem-solving Push innovation as a means to achieving success Don’t start calls without an agenda or clear objectives Don’t forget to give concrete, regular feedback on personal/organisational performance

Dealing with Authority people Focus on their personal influence on others to realise their goals Let them drive the agenda - give them plenty of ‘airtime’ Highlight rewards for personal sacrifice State specific ways they can strengthen and support their people and organisation Create ample opportunities for them to give their views for or against an issue Argue your point (only if you have earned their respect) Don’t waste their time - start calls quickly Don’t stress the need to be liked or viewed favourably in the organisation

Reminder Put yourself in the client’s shoes  How would you react?  Would you ‘buy’ what they’re selling?  What objections / questions would you have? Ask the difficult questions  Use your softer skills more Have the right intent  Are you there to sell them something or help them? Have a genuine interest in them and their business  Demonstrate concern  Listen don’t pitch

Final Role Play Get into pairs  1 x Client  1 x Seller 10 minutes to prepare 10 minutes to role play 5 minutes for feedback: client to seller

Cool Down

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