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The Trusted Advisor Paperback – October 9, 2001

by David H. Maister (Author), Charles H. Green (Author), Robert M. Galford (Author)

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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.

Print length

240 pages
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Publisher

Touchstone
Publication date

October 9, 2001
Dimensions

5.5 x 0.7 x 8.44 inches
ISBN-10

9780743212342
ISBN-13

978-0743212342
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Editorial Reviews

Review

Carl Stern CEO, Boston Consulting Group An invaluable road map to all those who seek to develop truly special relationships with their clients.

Tom Peters author of The Professional Service 50 This is a brilliant -- and practical -- book. In our "world gone mad," trust is, paradoxically, more important than ever.

William F. Stasior senior chairman and former CEO, Booz-Allen & Hamilton This book is engaging, enjoyable, and absolutely on target. It is packed with truth. The Trusted Advisor will guide success not just in the advisory professions but in leadership and life as well.

Professor Charles Fombrun Leonard N. Stern School of Business, New York University The Trusted Advisor gets to the heart and soul of the advice business. This path-breaking book is a must-read.

About the Author

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.

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.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 1: A Sneak Preview

Let's start with a question: What benefits would you obtain if your clients trusted you more?

Here's our list. The more your clients trust you, the more they will:

Reach for your advice
Be inclined to accept and act on your recommendations
Bring you in on more advanced, complex, strategic issues
Treat you as you wish to be treated
Respect you
Share more information that helps you to help them, and improves the quality of the service you provide
Pay your bills without question
Refer you to their friends and business acquaintances
Lower the level of stress in your interactions
Give you the benefit of the doubt
Forgive you when you make a mistake
Protect you when you need it (even from their own organization)
Warn you of dangers that you might avoid
Be comfortable and allow you to be comfortable
Involve you early on when their issues begin to form, rather than later in the process (or maybe even call you first!)
Trust your instincts and judgments (including those about other people such as your colleagues and theirs)

We would all like to have such professional relationships! This book is about what you must do to obtain these benefits.

What changes would you make to this list? What would you add? Delete?

Next, let's consider three additional questions:

Do you have a trusted advisor, someone you turn to regularly to advise you on all your most important business, career, and perhaps even personal decisions?

If you do, what are the characteristics of that person?

If you do not, what characteristics would you look for in selecting your trusted advisor?

Here is a listing of traits that our trusted advisors have in common. They:
Seem to understand us, effortlessly, and like us
Are consistent (we can depend on them)
Always help us see things from fresh perspectives
Don't try to force things on us
Help us think things through (it's our decision)
Don't substitute their judgment for ours
Don't panic or get overemotional (they stay calm)
Help us think and separate our logic from our emotion
Criticize and correct us gently, lovingly
Don't pull their punches (we can rely on them to tell us the truth)
Are in it for the long haul (the relationship is more important than the current issue)
Give us reasoning (to help us think), not just their conclusions
Give us options, increase our understanding of those options, give us their recommendation, and let us choose
Challenge our assumptions (help us uncover the false assumptions we've been working under)
Make us feel comfortable and casual personally (but they take the issues seriously)
Act like a real person, not someone in a role
Are reliably on our side and always seem to have our interests at heart
Remember everything we ever said (without notes)
Are always honorable (they don't gossip about others, and we trust their values)
Help us put our issues in context, often through the use of metaphors, stories, and anecdotes (few problems are completely unique)
Have a sense of humor to diffuse (our) tension in tough situations
Are smart (sometimes in ways we're not)

What would you add to (or delete from) this list?

Using the Golden Rule (we should treat others as we wish to be treated), we can probably make a fair assumption (or at least a good first approximation) that this list, or your list, is not much different from a list your clients would make.

So, if you want your clients to treat you as their trusted advisor, then you must meet as many of the "tests" on this list as possible.

Ask yourself: Which of these traits do my clients think I possess? (Not what you think you possess, but what they think you do!) If you suspect that you might not demonstrate all these traits, then how do you get better at each of them? That's what this book will try to answer.

Note that this book is not (just) about the wonderful benefits that wait at the end of the rainbow for the full-fledged trusted advisor, who does (or is) everything listed here. The early benefits of beginning to earn trust are substantial and can be obtained quickly. The ability to earn trust is a learnable skill, and we shall try in the succeeding pages to show "the yellow brick road" that leads to success.

Copyright © 2000 by David H. Maister, Charles H. Green, and Robert M. Galford

Product details

ASIN ‏ : ‎ 0743212347
Publisher ‏ : ‎ Touchstone; 58394th edition (October 9, 2001)
Language ‏ : ‎ English
Paperback ‏ : ‎ 240 pages
ISBN-10 ‏ : ‎ 9780743212342
ISBN-13 ‏ : ‎ 978-0743212342
Item Weight ‏ : ‎ 7.9 ounces
Dimensions ‏ : ‎ 5.5 x 0.7 x 8.44 inches

Best Sellers Rank: #266,843 in Books (See Top 100 in Books)
- #125 in Consulting
- #2,550 in Business Management (Books)
- #3,271 in Leadership & Motivation

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David H. Maister
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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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Charles H. Green
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I'm co-author of The Trusted Advisor and The Trusted Advisor Fieldbook, and author of Trust-based Selling.
I'm founder and CEO of Trusted Advisor Associates: we help professionals become trusted advisors to their clients, and help organizations create trustworthy leaders and teams.
I grew up in the US Midwest, drove a NY taxi and got a philosophy degree in college, then an MBA at Harvard. I spent 20 years in general management consulting, first with The MAC Group, later with Gemini Consulting. In 1995, I left to start my own firm, and began focusing entirely on trusted relationships in business.
I have lived in Europe (based in Barcelona for a year) and the US (grew up in the midwest but have been an Easterner for quite a while now).
I've got two grown great kids and Sammy the Dog; we live in West Orange, NJ, and spend a lot of time in NYC. I used to play pedal steel guitar, but gave it up when I realized how long it would take just to get back to how good I used to be, which wasn't as great as I wanted to be. Still enjoy chick'n pick'n my Strat and Les Paul though.
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Robert M. Galford
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Robert Galford is a managing partner of the Center for Leading Organizations (CLO). He divides his time across teaching at Executive Education programs and working with senior executives at the world's leading firms on the leadership issues that lie at the intersection of strategy and organization. He has taught on the Executive Programs at the Columbia University Graduate School of Business, the Kellogg Graduate School of Management at Northwestern University, and most recently Harvard University.
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4.4 out of 5

1,354 global ratings

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Erik Gfesser

Absolutely brilliant

Reviewed in the United States 🇺🇸 on September 26, 2008

Verified Purchase

Truly, the content that Maister, Green, and Galford provide in "The Trusted Advisor" is absolutely brilliant. The only other consulting text that comes to mind which meets the quality of this work is "The Secrets of Consulting", by Weinberg (see my review). And while "Secrets" is an incredibly informative and entertaining masterpiece, the three authors who collaborated for this piece have provided a great service to anyone involved with advising other individuals, regardless of profession. The step-by-step path that this book offers starts with perspectives on trust, followed by the road to trust building, and how to proceed once trust is achieved. Unlike many books of this genre, the authors (and editors) of "The Trusted Advisor" do not simply rehash the obvious, and their explanations never assume the background of the reader. This book is so well put together that it is difficult to determine where to start in terms of this review. Each chapter is focused, designed to answer a specific question, such as "Do you really have to care for those you advise?" or "How do you ensure clients are willing to do what it takes to solve their problems?" The introduction notes that the education of the authors "served [them] well, but nothing in it prepared [them] for the real world of trying to serve clients effectively. Along the way, [they] learned that becoming a good advisor takes more than having good advice to offer. There are additional skills involved, ones that no one ever teaches...that are critical to [one's] success. Most important, [they] learned that [one doesn't] get the chance to employ advisory skills until [they] can get someone to trust [them] enough to share their problems[.]" The authors also note in the introduction that the theme of this book is that "the key to professional success is not just technical mastery of one's discipline (which is, of course, essential), but also the ability to work with clients in such a way as to earn their trust and gain their confidence." In order to do this book justice, a write-up for a New Yorker book review would be in order since there is simply not enough space to write here. One specific aspect of this book this reviewer appreciated is all the lists throughout the book (39 in total) that are also contained in a comprehensive appendix. For example, the first chapter immediately lists the 16 benefits one might obtain when trust is established with clients, followed by the 22 traits trusted advisors have in common. The figures provided in each chapter are also very effective, starting with Figure 2.1 that helps visualize the path from subject matter or process expert to trusted advisor that consists of increasing breadth of business issues and depth of personal relationship. Many examples are presented to illustrate the discussions of each chapter, and suggested variations on how to word advice are also liberally provided to the reader. Chapters 15 and 16 were especially well done. The first lists some of the difficulties the authors hear about the trusted advisor role, followed by a point-by-point examination of each. For example, "Professional services firms often breed a culture of content expertise and mastery. (We're taught that content is all.)" and "My client wants me to focus on the work at hand; he or she doesn't want to see me about anything else." The latter chapter discusses 9 difficult client types, and how to respond, such as the "I'll Get Back to You" client and the "Just Like, You Know, Come On" client. Highly recommended.

4 people found this helpful

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M. TODAI

An Excellent Book

Reviewed in the United States 🇺🇸 on July 11, 2013

Verified Purchase

The Trusted Advisor Well written, good examples shared and worth the time to read it. Like many I do not have time. I tend to be slow at reader at a times. Even if I buy the book, if it is not relevant or did not make sense, I may skip pages or chapters or not even bother to read the book. In early part of the chapter the authors make it clear how to get the most out of it and skim the material. I like what I read from the back of the book and decided to invest my time to read the entire book. It does not matter if someone is watching or not. The following sentence is not from the book. Our thoughts become actions. Actions becomes habits and could define our character. It is better to align with how we feel inside and make it part of what we do that others can feel it.

I like the part about high achievers and experts tend to focus a lot more on technical aspects. Buyers tend to be looking at things at emotional level and there is a way to understand that and bridge that. At least be sensitive about it. I had opportunity to think and reflect more on this book and based on other materials I am reading and listening, I am much more calm in what I do for the clients. I am able to offer a lot more by trusting them first from my side and do it more with confidence and results are getting even better than before and comfort level is much higher.

The authors have done a good job of envisioning at the beginning of the book and explain this in one of the chapters about the importance of it instead of rushing from problem definition to the commitment part and implementation. It is worth taking extra time to do this right and know the five step process to build the trust. It is easy to understand and follow the book. The Trusted Advisor

One person found this helpful

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Ricardo Mio

A Journey of Self-Discovery

Reviewed in the United States 🇺🇸 on September 16, 2015

Verified Purchase

This is a very good book--thoughtful, provocative, instructive. Having said that, there is nothing new here, nothing that hasn't already been said before, in "How to Win Friends and Influence People," by Dale Carnegie. Carnegie's book is the "Bible" on how to build trust, sell the right way, manage effectively, resolve customer and employee disputes, and succeed in a highly-competitive and often hostile world. In the '80s, while working for a large mid-western company and assigned the task of changing the culture of our large retail organization, I must have read a hundred books on selling, negotiating, problem solving, how to get along with the boss, management, dispute resolution, etc., etc., and the basics were all the same, and available in Carnegie's marvelous book. Having said that, I recommend this book. It's pointed, it's filled with example after example on how to build trust--the cement of long-term client relationships--and it gets at the heart of the matter: to be successful, you must learn how to listen effectively, be transparent in your motives, be flexible and open to change, be dedicated and driven, and most of all, be humble. Humility is the key to self-control. Final note: I know people who read book after book looking for some secret message that will enable them to leap over mountains and achieve great success, career satisfaction, and personal achievement. They read books such as this one, miss the timeless lessons being illustrated, and move on to another book. Stop: what you're seeking is right here. This book has all the Dale Carnegie essentials: read it, study it, ponder it, and remember, it's not the destination that counts, it's the journey.

59 people found this helpful

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Gman

Great book describing how to become an effective advisor or consultant

Reviewed in the United States 🇺🇸 on June 18, 2022

Verified Purchase

This book describes how to build relationships with people by establishing yourself as trustworthy. Trust is the key to influencing people, and this book describes both what actions help you and what actions harm you. Well worth reading.

One person found this helpful

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Top reviews from other countries

Sitting Bull

No waffle

Reviewed in the United Kingdom 🇬🇧 on June 23, 2022

Verified Purchase

Genuinely a master class book for anyone who provides consulting advice to clients in almost any industry.

AWD

Some good points but comes with far-fetched stories

Reviewed in the United Kingdom 🇬🇧 on April 27, 2021

Verified Purchase

As an intro it's pretty good but the example stories and anecdotes are often unbelievable or realistic

Paul Beesley, Beyond Theory

Practical as well as insightful

Reviewed in the United Kingdom 🇬🇧 on November 19, 2012

Verified Purchase

I run my own training and communications consultancy which is focused on employers getting more from their people. Building a trusting environment is key to this and The Trusted Advisor provides the most practical framework for doing so. Building trust is clearly an emotional thing and this book gives you lots of practical advice about how to go about doing so in a clear and understandable way. Thoroughly recommended for anyone who wants to get more from their relationships in business.

One person found this helpful

MR MARK CLEWS

Statements of the bleeding obvious!

Reviewed in the United Kingdom 🇬🇧 on November 3, 2020

Verified Purchase

This is not going to help you if you already have any common sense. The examples are all at CEO level, so given the first sentence, a CEO isn’t going to get anything they should not already know. There are a few good one liners such as “Reputable before revenue” that are worth remembering.

A. Nagy

Excellent Book

Reviewed in the United Kingdom 🇬🇧 on March 10, 2019

Verified Purchase

This is a great book that really helped me to carry through my career. It establishes the attitude to be "trusted". Many useful tips, great read.

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