Build Credibility: Guided Solutioning

When presenting solutions (to your client, to your teammate, to your spouse or child) you have to avoid coming across as ‘telling them exactly what to do’ while still preserving your solution as the preferred option.

No one likes being told what to do or feel they have no other options. We want some semblance of control. I love that when I use the map feature on my phone it gives me the best options & I can choose the route myself depending on if I want to avoid traffic or highways or get there faster!
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Learning to provide options along w/ your solutions while gently guiding them to the one you think is the best fit can really be a game-changer, especially when dealing w/ people who need to feel like they made the decision.

The client is always going to prefer the slickest, most automated solution, but given the design, budget & timeline, that might not actually be the one that you would present or that would benefit the project at this time.

The word ‘automatically’ is usually one that triggers the need for this type of guided solution. Sometimes we can’t get to ‘automatically’ in an early phase. Or within the timeline/budget. So maybe there is an interim step. We have to look at all the factors – provide the options (in a guided way) and let them make the decision.

I will usually look at all the factors and end up with something like this:

Based on your desire to <restate requirement>, I’ve looked at the design, inputs & processes involved as well as the current budget/timeline and Ihere are the options:

Opt 1 (preferred) – for the first option I always give the one I think will work within the timeline and budget. I’ll highlight why this is the best option for this phase given these factors and the pain points it will solve but will also call out what they might be losing with this option (if anything). The last thing we want to do is lose something we previously had if possible.

Opt 2 – the second option is a middle ground, conceding to some design changes or custom work, but clarifying this may impact timeline &budget (always include the details of the impact)

Opt 3 – ‘Pie in the Sky’ – I’ll usually position this as a great long-term goal for Phase 2 but being super clear about the overall impact this would have if we tried to get it in now.

Listing it out this way makes your advice clear but includes options they can choose from. Those options may have another impact & you’ve listed those impacts so they can make an educated decision. They know what they’re getting into from a budget & timeline perspective.

Then they get to make the decision. And all your bases are covered no matter which solution they choose.

Do you give your kids guided solutions or do you just tell them what they can/can’t do?

I can guarantee they will learn so much more and have increased accountability if you work with them on guided solutions & teach them how to use those in decision-making!

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Build Credibility: Intentional Listening

Today, in the business world, people are working harder and faster than ever before. All of the tools we have at our fingertips have really changed what collaboration and meetings look like.

When we walk around with laptops and pocket computers we are constantly connected. We are constantly checking emails, and messages and most have developed a ‘respond instantly’ mentality. We take multi-tasking to the next level.

One thing I have noticed over the years is that all of this has resulted a lack of ‘intentional listening’. When we aren’t listening intentionally, there are so many downstream effects. You become disconnected, miss things which causes miscommunication and errors eroding trust, and you can even miss what’s *not* being said.
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What are some ways you can listen more intentionally? Here are the things I try to practice:

Online (virtual meetings):
* Close Chat & Email Programs
* Put your Cell Phone away
* Use Do Not Disturb on your computer (if available)
* Close or at least minimize windows and other things you were working on
* Face the Camera and TURN IT ON (it creates accountability)

In Person:
* Put your Cell Phone away
* Take written notes – if you need to take notes with your laptop close all other applications and go on do not disturb

Don’t answer non-meeting related chats, emails, calls, or do other work – this is how you zone out, miss questions and enter into a fugue state with regard to the content of the meeting.

Other meeting attendees can tell when you aren’t listening intentionally and can lose trust in you quickly.

What are some of your other tips to listen intentionally? How do YOU stay engaged and involved and set boundaries here?

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Earn Trust: Inclusion

Building Trust: Inclusion

Was on a few calls this week and had some discussions that got me thinking about the importance of inclusion in building trust. Ensuring that there are clear representatives in ALL areas (not just some) and that decisions aren’t being made in a silo.

If you are a consultant, are you engaging with all the stakeholders the client has brought to the table? Not just the ones that are vocal or the ones that you feel more of a connection with or just the ones you like better?

Without realizing you can very quickly make some people feel excluded and erode their trust.

It’s important in client relationships and also important within companies themselves. I think some smaller companies that are growing struggle with this. People that have an ‘ear’ or are closer to people in positions of power tend to be the ones that are listened to and catered to more. Others see this and start to lose trust in the leadership around them, feeling like they aren’t represented or heard. (They are flight risks at this point…)

It’s harder in larger companies because obvi everyone can’t have a seat but feeling represented doesn’t always mean I have a seat. It means someone I trust has a seat. And when no-one you trust has a seat there is a problem. You lack representation.

And lack of representation brews lack of trust.

Make sure you are thinking about that when working with clients – help guide them to ensure they have brought in the right people to represent and make sure you are listening to everyone who is at the table, not just the people sitting close to you.

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Earn Trust: Curiosity

“I have no special talents. I am only passionately curious.” — Albert Einstein

“Research is formalized curiosity. It is poking and prying with a purpose.” — Zora Neale Hurston

“Curiosity is the lust of the mind.” — Thomas Hobbes
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I’ve been in the Salesforce ecosystem for just over 18 years. Before that I went from college drop-out to factory floor worker. In the factory I went from the general floor to inspection to shipping to continuous improvement, then left the factory to be an Executive Assistant. From there I went on to Director of Client Support to Director of Marketing Support to Director of Special Projects and where I was tasked with learning Salesforce along the way.

Once I learned Salesforce I moved through the roles of Admin, BA, Architect, Consultant with variations in between. I’ve worked in small companies, large companies, worked through (and on) acquisitions and mergers, gone from working client-side to partner-side across various industries.

The thing that has gotten me where I am is curiosity.

It was the root of dropping out of college (I wanted to learn all the things and couldn’t pick a major), but it was also why I kept progressing through roles.

I am insanely curious! I love learning new things and going through the process of trying to really peel back the layers and understand the what and why and how and when and work on the what if scenarios together!

This Salesforce space demands curiosity to thrive. You can survive without it. But you won’t thrive.

Because your colleagues and bosses and clients can tell when you are curious and when you aren’t. It shows in every interaction. If it’s not something you can muster up curiosity about, then what’s the point?

Are you inherently curious by nature or is it something you have to push yourself towards? How has your curiosity helped your career?

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Earn Trust: Be Yourself

One of the areas I am really passionate about is how we (as consultants) build client relationships.

I’ve been the client. I’ve been the consultant.

In both cases, the common denominator is that we are people. We have jobs and goals and feelings and opinions and skills.

Building a relationship between a consultant and client is not unlike building a new friendship or even romantic relationship.

For it to be successful it has to be built on candor and trust.

As a consultant your client needs to be able to trust you. To know immediately that you have empathy and that you have their best interests at heart.

As a client your consultant needs to be able to trust you. To know immediately that you are open to change and that you also have empathy and have the best interests of the company at heart.

View imageBe yourself. It fosters candor. It fosters trust.

Care. Imagine you are the client/consultant. Both are hard places to be. Empathize.

Know that the end goal is the same for both of you. A successful implementation.

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