The executive technologist in a firm is tasked to employ technology to create a competitive advantage in the marketplace. Quite often this is looked upon as a means to automate a process, data collection, movement of information (voice or data) and improve the productivity of workers. This is the basic organizational need to work faster, less expensively, and more effectively than the competition. This is a fundamental tenet of all executives, not just the technology executive.
However, organizations need to go beyond better, faster, cheaper. What is overlooked quite often is the strategic value technology can bring the organization in creating new wealth. How can technology be employed to create new markets for products and services? Where can we create a
eyelets technological edge ahead of the competition? How can we better align our technology directions to the business strategy? Why is it that organizations that have board level IT Audit Committees out performing all competitors year after year? Is that the common denominator between Wal-Mart, Southwest Airlines and Dell Computer?
Gaining Trust There are many ways to gain and build a trusted advisor relationship. Here are a few ways to move quickly through the stages and gain the trust of someone else.
Listen to everything—if you’re not 100% focused on communicating, you risk missing an important nuance of what you’re being told.
Empathize—imagine yourself in the same situation. How would you handle the situation? This is the kind of advice they are seeking.
Note what they are feeling—try to relate to their joy, sadness, anger, frustration, anxiety, or whatever other emotion they are experiencing at the time.
Build that shared agenda— build the relationship from the common ground between your client’s agenda and yours.
Take a point of view—it can be risky but extremely useful to articulate a point of view. This inspires conversation and crystallizes issues.
Ask about a related area—similar problems from different industries or functions might have similar solutions. Notice and point out areas of improvement beyond the issue being discussed.
Ask great questions—the sincere-but-na?ve question “why does it work this way” often gets to the heart of the matter.
Give away ideas—untested ideas are a dime a dozen. But if they provide your client with fresh insights on his problem, they will be very valuable to him.
Return calls unbelievably fast—act as though your client’s problem is the most important issue you are facing (because it probably is).
Relax your mind—don’t put pressure on yourself to come up with the instant genius solution.
Recognize that your client’s problem is difficult, or it would have already been solved and you would not be hearing about it. Your insights and unique perspective on the problem are more likely to help than specific solutions."
Moving Up the Advisor Value Chain
Ultimately, client-advisor relationships are always a two-way street. Advisors and clients must both benefit from the relationship for it to grow. Your client relationships can only move to the higher levels to the extent that you can instill trust in each other. Getting there requires giving (and receiving) useful information and advice over a long period of time. This does not mean that service-based or needs-based relationships are of limited value, as much business is transacted every day through those. It does mean, however, that constant care and attention to the relationships are needed to keep them productive and to move up the chain. By doing do, you will contribute greatly to the success of your clients—and ultimately to your own success as well.
MICHAEL SIERSEMA is a Managing Partner/CEO of Phoenix2000 Group LLC focusing on technology advisory services. Please visit our web sites at www.phoenix2000group.com or www.technologyadvisorforbusiness.com
MICHAEL SIERSEMA is a Managing Partner/CEO of Phoenix2000 Group LLC focusing on technology advisory services. Please visit our web sites at www.phoenix2000group.com or www.technologyadvisorforbusiness.com