The Trusted Advisor Fieldbook : A Comprehensive Toolkit for Leading with Trust -- contents -- introduction -- Why a Fieldbook -- Who Should Read this Book -- How to Use this Book -- Where to Begin -- Part I A Trust Primer -- Chapter 1 Fundamental Truths -- Trust Requires Trusting and Being Trusted -- Trust Is Personal -- Trust Is about Relationships -- Trust Is Created in Interactions -- There Is No Trust without Risk -- Trust Is Paradoxical -- Listening Drives Trust and Influence -- Trust Does Not Take Time -- Trust Is Strong and Durable, Not Fragile -- You Get What You Give -- Chapter 2 Fundamental Attitudes -- Principles over Processes -- You Are More Connected than You Think -- It's Not about You -- Curiosity Trumps Knowing -- Time Works for You -- Chapter 3 The Dynamics of influence -- Earning the Right to Be Right: Three Steps -- A Five-Point Checklist for Influencing Meetings -- Chapter 4 Three Trust Models -- The Trust Equation -- The Trust Creation Process -- The Trust Principles -- Chapter 5 Five Trust Skills -- Listen -- Partner -- Improvise -- Risk -- Know Yourself -- Part II Developing your Trust Skill Set -- Chapter 6 listen -- The Listening Differentiator: Empathy -- Four Barriers to Paying Attention -- Three-Level Listening -- Seven Listening Best Practices -- Your Everyday Empathy Workout: Low Weights, High Reps -- Chapter 7 Partner -- Partnering Traits -- Ten Common Partnering Barriers -- Self-Assessment: Are You Primed for Partnership? -- Specific Ways to Build Your Partnering Muscle -- Chapter 8 improvise -- The Science behind Moments of Truth -- How Moments of Truth Become Moments of Mastery -- The Practice of Improvisation -- Role-Play Your Way to Mastery -- Chapter 9 Risk -- The Relationship between Trust and Risk -- Six Ways to Practice Risk-Taking -- The Three-Question Transparency Test.

A Tool for Truth-Telling: Name It and Claim It -- The Power of Caveats -- Chapter 10 Know yourself -- How Blind Spots Impede Trust-Building -- Three Approaches to Expand Your Self-Knowledge -- How to Use Self-Knowledge to Increase Trust -- Part III Developing Business with Trust -- Chapter 11 Trust-Based Marketing and Business Development -- Focus on Your Customer -- Collaborate to Drive New Business -- Focus on Relationships, Not Transactions -- Be Transparent with Prospects and Clients -- Chapter 12 Trust-Based networking -- Ten Best Practices for Trust-Based Networking -- Technology and Trust-Based Networking -- Chapter 13 Delivering the Pitch -- Sometimes the Best Pitch Is No Pitch -- Don't Skip the Prepitch Warm-Up -- Make It Interactive -- Have a Point of View -- Take the Preoccupation Out of Price -- With PowerPoint, Less Is More -- Stop Selling Your Qualifications -- Do Not Denigrate the Competition -- Be Willing to Ditch the Pitch -- Chapter 14 handling objections -- The Problem: How You Think about Objections -- The Antidote: Change Your Thinking -- Three Ways to Improve the Quality of Your Conversations -- Chapter 15 Talking Price -- The Price Isn't the Problem -- When to Talk Price -- How to Address Price Concerns -- The Three Primary Drivers of Price Concerns -- A Special Case: The Engineer Buyer -- Chapter 16 closing the Deal -- Six Reasons Not to Always Be Closing -- Five Practices to Stop Closing and Start Helping -- Chapter 17 Developing new Business with existing clients -- First, Deepen the Relationship -- Move Upstream -- Cross-Sell -- Seek Referrals -- Chapter 18 Selling to the c-Suite -- What Sets the C-Suite Apart -- A Different Kind of Preparation -- Nine Best Practices for Successful C-Suite Meetings -- Chapter 19 Reviving Stalled Relationships -- How to Reengage -- When It's Time to Walk Away.

Part IV Managing Relationships with Trust -- Chapter 20 Starting off Right -- Three Ways Kickoffs Go Wrong -- Four Key Ingredients for a Successful Kickoff -- A Word of Caution -- Chapter 21 Accelerating Trust -- Three Steps for Creating Trust Quickly -- 21 Ways to Build Trust … Fast -- Chapter 22 navigating Politics -- Seven Best Practices for Dealing with Organizational Politics -- The Special Challenges of Client Politics -- Chapter 23 Shifting from Tactics to Strategy -- The Strategy Blind Spot -- Four Key Questions to Shift the Conversation -- How to Engage Strategically -- Chapter 24 My client is a Jerk: Transforming Relationships Gone Bad -- What Lies Behind Bad Behavior -- From Difficult to Rewarding: Three Steps -- Reframing: Five Steps to a Better Problem Statement -- Chapter 25 Dealing with Untrustworthy People -- Blame and an Inability to Confront -- Constructive Confrontation -- When You Can't Confront -- When to Walk Away -- Chapter 26 Trust-Based negotiations -- Where Negotiations Go Wrong -- Changing the Game by Working from Trust -- Chapter 27 Building Trust at a Distance -- The Key to Building Trust at a Distance: Familiarity -- The Role of Technology in Communication -- Ten Best Practices for Managing Virtual Teams -- Part V Building and Running a Trustworthy organization -- Chapter 28 Making the case for Trust -- Economic Benefits of Trust -- Social Benefits of Trust -- Ethical Benefits of Trust -- Chapter 29 creating a culture of Trust -- Two Keys to Trust Culture Change: Virtues and Values -- Implementing Trust Initiatives -- Spotlight on Trust Diagnostics -- Chapter 30 Trust in internal Staff Functions -- The Top Trust Barriers by Function -- Five Trust-Enhancing Opportunities for Internal Staff -- Don't Confuse Your Metrics with Your Mission -- Chapter 31 Training for Trustworthiness.

The One-Two Punch for Trustworthiness Training -- How to Set Off the Aha: A Nine-Point Checklist -- Eleven Ways to Make It Stick -- Create the Right Learning Environment -- List of Lists -- Chapter 1 Fundamental Truths -- Chapter 2 Fundamental Attitudes -- Chapter 3 The Dynamics of Influence -- Chapter 4 Three Trust Models -- Chapter 5 Five Trust Skills -- Chapter 6 Listen -- Chapter 7 Partner -- Chapter 8 Improvise -- Chapter 9 Risk -- Chapter 10 Know Yourself -- Chapter 11 Trust-Based Marketing and Business Development -- Chapter 12 Trust-Based Networking -- Chapter 13 Delivering the Pitch -- Chapter 14 Handling Objections -- Chapter 15 Talking Price -- Chapter 16 Closing the Deal -- Chapter 17 Developing New Business with Existing Clients -- Chapter 18 Selling to the C-Suite -- Chapter 19 Reviving Stalled Relationships -- Chapter 20 Starting Off Right -- Chapter 21 Accelerating Trust -- Chapter 22 Navigating Politics -- Chapter 23: Shifting from Tactics to Strategy -- Chapter 24 My Client Is a Jerk: Transforming Relationships Gone Bad -- Chapter 25 Dealing with Untrustworthy People -- Chapter 26 Trust-Based Negotiations -- Chapter 27 Building Trust at a Distance -- Chapter 28 Making the Case for Trust -- Chapter 29 Creating a Culture of Trust -- Chapter 30 Trust in Internal Staff Functions -- Chapter 31 Training for Trustworthiness -- notes -- Selected Bibliography -- About the Authors -- index.