OF THE LAW SOCIETY OF SCOTLAND - The Journal Online

shut up
commonality, we will check our
judgment against direct experience.
In formal presentations, the key
element is therefore to provide
sufficient illustrations of what we
have achieved for other clients to
allow potential new clients to make
that choice.
Knowing who we are presenting to
is vital. If, for example, the selection
panel includes the finance director,
he or she is likely to value
professionals who minimise risk and
deliver certainty. If we can provide
examples of bringing the project
through on time or where we
directly reduced risk, that director
will want to work with us.
Formal pitches by definition can
become too formal with clients
struggling to see the people behind
the presentation. It is important
therefore to keep the pitch short
and to the point and then sit down
and let the client speak.
3 Listen to them
In general, professionals tend to talk
rather than listen, yet clients
continually complain about our
inability to communicate effectively.
As a result, we need to be very
careful about how much we talk!
Listening to clients allows us to find
out what is important to them and
what they are looking for from their
professionals. By asking particular
questions, we can also find out how
they make decisions. Finding out
what other professionals they use
and why provides illustrations of
what is important to them and
what they will want from us.
Like any skill, our ability to listen can
improve with practice. It needs to be
built in to any formal presentation
and not just left to happen by
chance. In addition, attentive listening
implies direct eye contact – not
taking notes! It also requires us to
show that we have listened in the
way we then respond. Too often
listening appears to be an
opportunity to mark time until the
next opportunity to start talking
again where we left off!
Being able to respond to any
question the client may have shows
that we are experienced in their
situation, not just that we are good
talkers. At the end of the session,
clients have to make a judgment
about who to use and speak of a
“leap of faith”. One part of that is
hearing us say that we want to work
with them, yet many firms do not
include that in their pitch. This may
to us appear to be stating the
obvious (as why else would we be
here and have put all this effort into
being here) but it still needs to be
said.
Finally, it is important not to assume
that formal presentations are always
the best way to convince a client.
Some clients would prefer
informality.
Informal presentations
These three
elements apply
equally in any
informal discussion
with existing clients and
potential new clients or
contacts.
One of the main mistakes that
professionals continue to make is
that we assume existing clients
understand the full range of
services the firm provides.
Clients need basic information
about what we can achieve for
them. Developing trust with
existing clients should be much
easier but cross selling
continues to be fraught with
difficulties. At the end of the
day, people make an intuitive
judgment about whom they
trust. Assuming that they will
automatically trust other
professional in our firm is a
mistake. We need to manage
this transition by continuing to
be part of the “getting to know”
process until we feel confident
that both sides will work well
together. Listening continues to
be an essential part of informal
client development. We all
recognise the difference between
spending time with people
at a networking event
who do all
Journal
Management