The Trusted Advisor: 20th Anniversary Edition

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Bestselling author David Maister teams up with Charles H. Green and Robert M. Galford to bring us the essential tool for all consultants, negotiators, and advisors.

In today's fast-paced networked economy, professionals must work harder than ever to maintain and improve their business skills and knowledge. But technical mastery of one's discipline is not enough, assert world-renowned professional advisors David H. Maister, Charles H. Green, and Robert M. Galford. The key to professional success, they argue, is the ability to earn the trust and confidence of clients. To demonstrate the paramount importance of trust, the authors use anecdotes, experiences, and examples -- successes and mistakes, their own and others' -- to great effect. The result is an immensely readable book that will be welcomed by the inexperienced advisor and the most seasoned expert alike.

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Page 14 - They: 1. Seem to understand us, effortlessly, and like us 2. Are consistent (we can depend on them) 3. Always help us see things from fresh perspectives 4. Don't try to force things on us 5. Help us think things through (it's our decision) 6. Don't substitute their judgment for ours 7. Don't panic or get overemotional (they stay calm) 8. Help us think and separate our logic from our emotion 9. Criticize and correct us gently, lovingly 10. Don't pull their punches (we can rely on them to tell us the...
Page 43 - ... a process by which the notes of the professor become the notes of the student, without passing through the minds of either.
Page 14 - Always help us see things from fresh perspectives 4. Don't try to force things on us 5. Help us think things through (it's our decision) 6. Don't substitute their judgment for ours 7. Don't panic or get overemotional: they stay calm 8. Help us think and separate our logic from our emotion 9. Criticize and correct us gently, lovingly 10. Don't pull their punches: we can rely on them to tell us the truth 11. Are in it for the long haul: the relationship is more important than the current issue 12....
Page 222 - Maister was educated at the University of Birmingham, the London School of Economics and the Harvard Business School.
Page 15 - ... and casual personally (but they take the issues seriously) 16. Act like a real person, not someone in a role 17. Are reliably on our side and always seem to have our interests at heart 18. Remember everything we ever said (without notes) 19. Are always honorable (they don't gossip about others, and we trust their values) 20. Help us put our issues in context, often through the use of metaphors, stories, and anecdotes (few problems are completely unique) 21 . Have a sense of humor to diffuse (our)...
Page 14 - Remember everything we ever told them (without notes) 19. Are always honorable (they don't gossip about others, and we trust their values) 20. Help us put our issues in context, often through the use of metaphors, stories, and anecdotes (few problems are completely unique) 21. Have a sense of humor to diffuse (our) tension in...
Page 23 - Have a predilection to focus on the client, rather than themselves. They have: • enough self-confidence to listen without pre-judging • enough curiosity to inquire without supposing an answer • willingness to see the client as co-equal in a joint journey • enough ego strength to subordinate their own ego 2. Focus on the client as an individual, not as a person fulfilling a role 3. Believe that a continued focus on problem definition and resolution is more important than technical or content...
Page 223 - ... Research, Inc., and Access Data Corporation. He also hosts the business video Talk About Change! with the popular cartoon character Dilbert. His educational background includes Liceo Segre, Turin, Italy; a BA in economics and Italian literature from Haverford College; an MBA from Harvard; and a JD from Georgetown University Law Center, where he was an associate editor of The Tax Lawyer. Rob lives with his family in Concord, Massachusetts. He may be reached at: E-mail: rgalford@tiac.net BUSINESS...
Page 24 - Are motivated more by an internalized drive to do the right thing than by their own organization's rewards or dynamics 7. View methodologies, models, techniques, and business processes as means to an end. They are useful if they work, and are to be discarded if they don't; the test is effectiveness for this client. 8. Believe that success in client relationships is tied to the accumulation of quality experiences. As a result, they seek out (rather than avoid) client-contact experiences, and take...
Page 20 - ... you totally trust, who is totally committed, who shares your vision, and yet who has a little bit different set of skills and who also acts as something of a check on you. Some of the ideas you run by him, you know he's going to say, "Hey, wait a minute, have you thought about this and that?

About the author (2001)

Charles H. Green is an executive educator and business strategy consultant to the professional services industry. Charlie has taught in executive education programs for the Kellogg Graduate School of Management at Northwestern University, and for Columbia University Graduate School of Business, as well as independently through his firm, Trusted Advisor Associates. His current work centers on the nature of trust-based relationships within organizations, and on the management of professional service firms. Green is a graduate of Columbia and Harvard Business School. He spent the first twenty years of his career with The MAC Group and its successor, Gemini Consulting, where his roles included strategy consulting (in Europe and the United States), VP Strategic Planning, and a variety of other firm leadership roles. He is the author of numerous papers, with articles published in the Harvard Business Review and Management Horizons. He is president of Trusted Advisor Associates, which he founded with Rob Galford. He resides in Morristown, New Jersey.

Robert M. Galford is currently a Managing Partner of the Center for Executive Development in Cambridge, Massachusetts, and was formerly the executive vice president and chief people officer of Digitas, Inc., a leading Internet professional services firm with over 1,400 employees. He taught for many years on executive programs at the Columbia Graduate School of Business and the Kellogg Graduate School of Management at Northwestern University, in addition to consulting to professional services firms, technology companies, and financial institutions. Rob has lived and worked in both Western Europe and North America as a vice president of The MAC Group and its successor firm, Gemini Consulting. He has practiced law with the international firm of Curtis, Mallet-Prevost, Colt & Mosle in New York and Washington, and has also worked in investment management for Citicorp. Rob's writing and commentaries on management have been published in the Boston Globe and he is a three-time contributor to the Harvard Business Review. He currently sits on the boards of directors of Forrester Research, Inc., and Access Data Corporation. He also hosts the business video Talk About Change! with the popular cartoon character Dilbert.


David H. Maister, one of the world's leading authorities on the management of professional service firms, is the author of several successful books, including Managing the Professional Service Firm, True Professionalism, and Practice What You Preach, and coauthor of The Trusted Advisor.

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