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Index
Endorsements
Title Page
Copyright
Dedication
Acknowledgements
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
Fundamental Truth 1: Trust Requires Trusting and Being Trusted
Fundamental Truth 2: Trust Is Personal
Fundamental Truth 3: Trust Is about Relationships
Fundamental Truth 4: Trust Is Created in Interactions
Fundamental Truth 5: There Is No Trust without Risk
Fundamental Truth 6: Trust Is Paradoxical
Fundamental Truth 7: Listening Drives Trust and Influence
Fundamental Truth 8: Trust Does Not Take Time
Fundamental Truth 9: Trust Is Strong and Durable, Not Fragile
Fundamental Truth 10: You Get What You Give
Chapter 2: Fundamental Attitudes
Fundamental Attitude 1: Principles over Processes
Fundamental Attitude 2: You Are More Connected than You Think
Fundamental Attitude 3: It’s Not about You
Fundamental Attitude 4: Curiosity Trumps Knowing
Fundamental Attitude 5: 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: Fundamental Truths
Chapter 6: Listen
The Listening Differentiator: Empathy
Four Barriers to Paying Attention
Three-Level Listening
Listening for Data
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 Pre-pitch 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 Re-Engage
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: Selling to the C-Suite
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
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 Delivering the Pitch
Chapter 13 Delivering the Pitch
Chapter 14 Handling Objections
Chapter 16 Closing the Deal
Chapter 17 Developing New Business with Existing Clients
Chapter 21 Accelerating Trust
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
Selected Bibliography
About the Authors
Charles H. Green
Andrea P. Howe
Index
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