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