Client Service And Trust

I thought I'd try to gain some mid-year perspective on the findings and recommendations contained in Edelman's Trust Barometer, so I recently reread the study. Released in January, it's the tenth year in a row the firm has conducted this global study on trust - a worthwhile and laudable commitment. And as my professor Dr. Karl Soehnlein from Seton Hall University always preaches, "It all comes down to trust, doesn't it?"

As many of you who read this blog know, when it comes to building trust, I'm fascinated by the impact of values. It's about who you are, what you care about, and matching words and deeds. Building trust isn't about key messaging to client/consumer hot buttons, it's about influencing a marketplace to draw its own positive conclusions about your values and priorities, and reinforcing those conclusions each and every day to build trust.

While this year's study includes its share of sobering news, Edelman suggests that a strategy of public engagement, both in terms of policy and communication, can start you on the road to rebuilding trust. It's described in terms of public sector diplomacy, mutual social responsibility, shared sacrifice, and continuous conversation.

David Maister might suggest that this advice is the equivalent of telling someone to stop smoking, stop drinking, exercise more, and eat better as a means to start you down the road to better health. While Edelman's and Maister's advice are spot on, they'll have all the teeth of a new years resolution without a change in values and priorities and a commitment that is longterm.

As Maister points out in his book, Strategy and the Fat Smoker, you may get healthy for awhile, but if you're not committed to longterm life change, then your newfound fitness and health will be short lived.

If you think it's hard to lose 10 pounds again, then try regaining someone's trust.

The entire study is packed full of information, so I encourage you to read and/or reread it. If your organization has the courage to follow Edelman's advice, then do so with an understanding of your values and priorities, and an eye toward real longterm change.

Winning New Clients In A Down Market

About three months ago, I had a lengthy phone call with a friend of mine who'd been charged with growing the client roster for a struggling PR agency. The firm is not located in the city where it wants to expand the client base; the agency offers no unique skill set or industry expertise (at least one it's willing to stand behind), and had no particular plan for how to help anyone. It's an agency that wants fees (fairly steep ones I might add) upfront in an effort to ensure its own survival. I remember listening to this, offering some suggestions (which I was quickly told the agency president would never consider), and wishing him good luck.

Yesterday, I got a call saying that he hadn't picked up one new client. Surprise, surprise. In fairness, my friend agreed with me upfront and knew he was fighting a losing battle if the agency wasn't willing to face up to the realities of the marketplace. Despite the lack of new business success, the agency is still not willing to change its approach, and it's likely my friend is done fighting with the agency leadership.

Well, just because my friend's agency is intractable doesn't mean I shouldn't share some perfectly plausible strategies for others during these difficult times. None of this is necessarily new (or rocket science for the matter) but have a look and introduce your own thoughts as well.

1. Approach prospects in a vertical industry segment with which you've had proven success. Study your prospect's business and offer some specific ideas for helping them achieve their near-term goals.
2. Approach prospects with a very specific communication expertise that you believe differentiates you in the marketplace among other competitors and has demonstrated tangible business benefits for other clients. It not only offers the prospect a reason to hire you, but should optimize your chances for earning trust and providing other services down the road.
3. Approach prospects with a short-term plan, not a longer term engagement. Be willing to help them with the situation at hand. If you're successful, you'll earn the longer term gig.
4. Approach prospects with ideas, not qualifications. The only thing that will truly differentiate you from the thousands of competitors who do exactly what you do (either just as well or possibly better) will be your thinking against a prospect's specific needs. Look at the client service excellence quote at the top of this blog. You don't have to be superhuman or even better than your competitors, you just have to be willing to do what others could be doing, but just aren't.
5. Borrow a page from David Maister, Marshall Goldsmith and the other uber-consultants out there who actually stand behind their work. Present your ideas, set near-term goals, and tell the client that you don't expect them to pay you upfront in the hope that your approach is successful. Explain that they'll only have to pay for your time if the goals are achieved, or as David Maister structures it, "pay me what you think I'm worth." If you really believe you can help the prospect, then have the courage to stand by your work.

I look forward to your comments on these five points and to receiving other ideas you may have on the topic!

Making "Thank It Forward" Sustainable

So if you remember my post from July 2nd titled: Thank It Forward, then you've passed the first test that you're not still suffering from Todd Andrlik for President shock syndrome. Glad to have you back!

Someone had asked me where David Maister got the idea for his monthly thank you posts. I e-mailed David, who was in Europe at the time, yet he was kind enough to leave a comment on Mullen's relentlessPR blog. Here's what he had to say:

"Thanks for including me in this discussion, Leo. I cannot take any credit for the original idea. It was suggested to me by my online support team at StressLimitDesign. They are very caring, professional people AND thought it was a good online tactic. Which motivation dominated is hard to unbundle!!!!"

David brings up a very interesting point. For acts of generosity or thanks to be truly sustainable, is self-interest on some level a necessary component? What do you think?

Guaranteed Satisfaction

On April 15th interestingly enough, David Maister acknowledged Valorem Law Group for offering a practice David's been using for more than a decade - satisfaction guaranteed. Simply stated, if you're not completely satisfied with the services provided, then when you receive the invoice you're invited to pay what you believe the services were worth.

I encourage you to read the post and the comments. As part of the conversation, I noted that what I like best about it isn't just the guarantee to clients, but the manner in which the model helps a consultant take a measure of those clients. It inherently makes the consultant more mindful of whom he/she chooses to work with. One can see that trust is the necessary centerpiece of the relationship from the start. If it's not, then neither party moves forward.

I found the timing of the post interesting only because it's difficult not to contemplate what it would be like if the federal government offered the same guarantee - that when we filed our taxes, we could just pay for what we believed our government was worth for the year.

With just a simple amendment to Article 2, Section 1 of The U.S. Constitution, we could elect David Maister our President. I'd take satisfaction guaranteed over change or solutions any day!