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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
Journal Management Professionals tend to talk rather than listen, yet clients continually complain about our inability to communicate effectively. the talking and those who listen to us and develop a two-way conversation with us. How to do it? ● Prepare fully for any formal presentation – the background to the client and their brief. What is their overall objective? What impact will this project have on their business? ● Find out who you are pitching to. How do they make decisions? Are they risk takers or risk averse ● Find out what other professionals they use. Ask them about the client – how did they decide about them? What works well with the client? ● Think through whether formal presentations are the best way – many clients would prefer informality with professionals illustrating that they can work alongside them ● Tailor your presentation to show your understanding of their problems – show them what you can actually achieve for them ● Keep it short and to the point – 20 minutes maximum and then sit down and shut up ● Build in time to listen to the clients – prove that by listening at this stage you are confident that you can take any questions they have and that you will listen to them in the future ● Have some specific questions for them – show them that you have thought about them, that you are prepared to listen to them and respond to them ● If possible offer them a number of options – this bypasses the first stage of “should they use you” to “how can they use you?” ● Say that you want the work! Fiona Westwood runs her own management and training consultancy specialising in working with the professional sector. A solicitor with 20 years’ experience of private practice, she established Westwood Associates in 1994. For more information see her website, www.westwood-associates.com. e: faw@westwood-associates.com
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Page 5 and 6: Journal News PARTICIPANTS in a join
Page 7 and 8: Journal News Obituaries RONALD FRAS
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