Tag Archives: trust

BEING A TRUSTED ADVISOR

CLOUD LIGHT WEB

BEING A TRUSTED ADVISOR

The Trusted Advisor book covers trust-based relationships in a very systematic way, presents a trust process-model and describes it in action. 

The trust process-model has 5 stages (engage, listen, frame, envision and commit) and provides useful insights

The book is structured in 3 major parts: 

 

Part 1 – Perspectives on trust

Part 2 – The structure of trust building

Part 3 – Putting trust to work

 


Part 1 – Perspectives on trust

 

1) What would be the benefits if your clients /colleagues  trusted you more? What are the primary characteristics of a trusted advisor?

2) What is a Trusted Advisor? (What do great trusted advisors all seem to do?)

3) Earning Trust (What are the dynamics of trusting and being trusted?)

4) How to give advice (How do you ensure your advice is listened to?)

5) The rules of Romance: Relationship building (What are the principles of building strong relationships?)

6) The importance of mindsets (What attitude must you have to be effective?)

7) Sincerity or technique? (Do you really have to care for those you advise?)

Part 2 – The structure of trust building 

8) The trust equation (What are the four key components that determine the extent of trust?)

9) The development of trust (What are the 5 stages of trust-building?)

10) Engagement (How do you get clients to initiate discussions with you?)

11) The art of listening (How can you improve your listening skills?)

12) Framing the issue (How can you help clients look at their issues in a fresh way?)

13) Envisioning an alternate reality (How can you help clients clarify what they’re really after?)

14) Commitment(How do you ensure clients are willing to do what it takes to solve their problems?)

Part 3 – Putting trust to work 

15) What’s so hard about all this? (Why are truly trust-based relationships so scarce?)

16) Different client types (How do you deal with clients of differing types?)

17) The Lieutenant Columbo approach (What can we learn from an unorthodox winner?)

18) The role of trust in getting hired (How do you create trust at the outset of a relationship?)

19) Building trust on the current assignment (How can you conduct your assignment in a way that adds to trust?)

20) Re-earning trust away from the current assignment (How can we build trust when you’re not working on an assignment?)

21) The case of cross-selling (Why is cross-selling so hard, and what can be done about it?)

22) The Quick-impact list to gain trust (What are the key things you should do first?)

 


The quick impact list to gain trust includes:

 

·         Listen to everything

·         Empathise

·         Note what the other person is feeling

·         Build a shared agenda

·         Take a personal risk

·         Ask about a related area

·         Ask great questions

·         Give away ideas

·         Return calls fast

·         Relax your mind

 

The approach also develops a Trust Equation:

 

       T = C + R + I  

      —————

                  S

 

Where: 

T= trustworthiness

C=credibility ( words)

R=reliability.  (action)

I =intimacy.    (emotions)

S= self orientation. ( motives)

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Insights on Establishing Credibility

39519-treephilosophy

Our character…is an omen of our destiny, and the more integrity we have and keep, the simpler and nobler that destiny is likely to be. George Santayana (1863 – 1952),

 

ALSO SEE DEVELOPING RESILIENCE

Insights on establishing Credibility

Unlike height or weight, your measure of credibility isn’t an objective measure. It is not something you either have or you don’t.
Credibility is more like a linear scale on which others give you a rating. It is a perceived quality, one that people assign to you based on the complex interplay of a number of elements.
Identifying the elements of credibility is important because a high score on one or two elements does not guarantee a high credibility rating. It’s the interplay that matters. For example, experts are usually considered highly credible, unless or until they are perceived as biased or self-serving. Lack of integrity can cancel out the positive impact of expertise.
It is worth considering five elements of credibility and to examine your impact in light of these elements. Give yourself a score between one and ten on each of these elements based on how you think others perceive you—

1. Integrity,
2. Competence,
3. Sound judgment,
4. Relational sensitivity,
5. Likeability

Aim to rate yourself on what others can observe rather than on what you intend. Once you see your strengths and weakness, you can take positive steps to boost your credibility in the eyes of others.


Credibility Element 1: Integrity

A key element of credibility involves transparency, trustworthiness, and moral predictability. We feel good about people who embody the phrase, “what you see is what you get.”
The dictionary definition of credibility is the power to inspire belief. For example, a credible witness is one whom we have reason to believe. Credibility implies a commitment to truth, fairness, and objectivity. In addition, we assign high credibility to people who have clear moral standards and who are known to stick to them.
Be careful not to underestimate the importance of honesty and integrity in the workplace. People who have a track record of being objective and truthful are perceived as more credible than those who don’t. . Conclusions based on scientific or systematic inquiry are more credible than those based on subjective judgments.

According to researchers Kouzes and Posner, the number one trait people are looking for in a leader is honesty. We know from experience that one failure to disclose an important truth can ruin an entire career.

To boost your credibility on this element, consider the following:

• Invest time in clarifying your values and examining your behaviour in light of them
• Make a commitment to consistently tell the truth
• Build a reputation for ethical behaviour
• If you make a mistake, be truthful about it rather than cover it up
• Give credit to colleagues and subordinates for their work
• When you change your stance on a position, do so for objective rather than political reasons


Credibility Element 2: Competence

Experts enjoy a much higher degree of credibility than those who lack expertise. As society’s knowledge expands, we rely more and more on people who can demonstrate deep expertise, often with a narrow focus. We trust experts to understand the scope of an issue or project, to know the right questions to ask, and to know how to find the answers to those questions. In today’s world, there is no credibility without expertise.

Perceived expertise comes from a blend of a person’s education and experience. People with doctoral degrees in a field obviously have more credibility than those who lack a degree. At the same time, people who have “come up through the ranks” or have worked in diverse jobs within an industry are considered to be experts. These folks usually have more perceived expertise than new college graduates.

Expertise turns into competence when it is put to the test. A person earns her/his credibility as competent by succeeding at assignments and projects over time. A track record of successfully applying knowledge and a willingness to continue learning increases perceived credibility.

To boost your credibility on this element, take the following actions:

• If needed, complete your degree or consider the next degree
• Obtain a license to practice or a professional certification appropriate to your field
• Request high-visibility projects to establish a track record
• Ask to participate on task forces with key people in your organisation so they can see your competence firsthand
• Participate in meetings, asking probing questions and making insightful comments
• Attend conferences in your field and engage in continual learning

Credibility Element 3: Sound Judgment

Just as a good friend can be counted on to listen well and encourage you to make wise decisions, a credible person can be counted on to analyse complex situations, ask intelligent questions, and make good decisions. A person with sound judgment usually has both cognitive and intuitive gifts. This person takes a big-picture rather than a myopic view and a long-term rather than a short-term perspective.

An astute CEO, for example, might have a track record of acquiring businesses or creating products just ahead of demand. This person has a track record of correctly anticipating future trends and preparing for them.

To boost your credibility on this element, take the following actions:

• Consider the impact of your decisions on other departments and groups
• Ask others for input into your decisions—especially regarding the impact on them
• Avoid snap judgments
• Be willing to admit mistakes
• Read books and use other media to gain insights by management and relationship specialists
• Stay current on the trends within your industry and company

Credibility Element 4: Relationally Sensitive

People with high credibility know how to ask questions about our values and interests, to listen intently and with empathy, and to pull people together. These are the people with high emotional intelligence to balance the arrogance sometimes comes with high expertise.

A person develops a track record in relationships in the same way that they develop a track record in performance. If they become known for building commitment and cooperation, for being level-headed and fair, everyone will want them on their team.
Those who have the most perceived credibility are usually the ones who are relationally sensitive.

To boost your credibility on this element, take the following actions:

• Demonstrate willingness to learn from others and from your own mistakes
• Demonstrate concern for others’ values, goals, and objectives
• Cultivate the ability to listen well
• Take time to build relationships with informal conversations
• Don’t say something behind a person’s back that you wouldn’t say to their face
• Be generous with credit to colleagues and subordinates
• Take time to understand another’s point of view before refuting or rejecting it

Credibility Element 5: Likeable

Research studies consistently reveal that people respond positively to others whom they like. They trust them, they cooperate with them, they approve their proposals, and they buy from them. Likeability is as important as ability. Successful people balance expertise with likeability. It is a proven formula for success.
One view is that there are four ingredients to likeability:
1. Friendliness,
2. Relevance,
3. Empathy,
4. Realness.
Relevance and empathy are ingredients of relationship sensitivity as described above. Realness, or authenticity, links to integrity, the first element of credibility. Likeability is much more than a feel-good characteristic.

Emotional intelligence guru, Daniel Goleman, and co-authors Boyatzis and McKee, describe the importance of optimism and a lighthearted perspective in the workplace, asserting that leaders who have the ability to express enthusiasm and upbeat emotions attract other people. In their book, Primal Leadership, these researchers put it succinctly:

Research has proven it: Optimistic, enthusiastic leaders more easily retain their people, compared with those bosses who tend toward negative moods.

To boost your credibility on this element, take the following actions:

• Communicate optimistically by describing challenges rather than problems
• Focus on what can be done as opposed to what can’t be done
• Go out of your way to be friendly, even if you aren’t an extravert
• Practice finding the humour around you, especially in stressful situations
• Express gratitude privately, publicly and in writing
• Demonstrate an interest on matters of personal importance to others
• Congratulate others and celebrate their successes
• Credibility is a Package Deal

SUMMARY

No single element described here can guarantee high perceived credibility. After all, an expert without integrity might be a dictator. A likeable person who lacks judgment will make stupid decisions.

People assign you a degree of credibility based on how they rate you on the interaction of the elements of credibility: integrity, expertise, sound judgment, relationship sensitivity, and likeability. Perceived credibility is a package deal. Remember, too, that your credibility is based on observed behaviour, not on your intentions.


CREDIBILITY = Integrity + Competence+ Sound Judgement+ Relational Sensitivity + Likeability 

Other insights :

Being a Trusted Advisor

Insights on Influencing effectively

Listening Skills

Communication Style and Living by Example

Peter Cobbe coaching

  • NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetingsMy career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
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