Bringing Curiosity to Client Relationships
In this article below we draw on the inspiration from one of our clients who reshaped a relationship through a different kind of dialogue. Our belief is rooted in the profound impact of conversations: they define our successes as individuals and teams. The outcomes from these interactions, whether with clients or among ourselves, hinges on the nuances of mood, beliefs, and the values we bring forth. They form the bedrock of trust.
In my role as a business development coach, I often witness professionals engaging in business development through technical and rapport building discussions. These interactions sometimes blossom into collaborations. Yet, there are instances when these efforts fall short, leaving professionals uncertain about the relationship’s trajectory and next steps. Often, they resort to more meetings or presentations, or quietly let the connection fade. The unspoken question lingers: does the client truly have a need for our services, and can we serve them effectively?
But what if there exists a way to converse honestly with clients, paving a path towards collaboration without seeming pushy?
Take the case of Jack, a seasoned advisor who diligently presented to Sarah, a potential client, over two years. While feedback was positive, these efforts did not translate into new projects, leaving Jack frustrated and uncertain about sustaining their rapport. Jack, known for his rapport-building skills, had yet to broach the crucial topics—whether Sarah’s company engaged external advisors and if they were open to doing so.
During a coaching session, I encouraged Jack to address these questions head-on, despite the perceived taboo. Reluctantly, he agreed to inquire, and shifted his mood from frustration and some anxiousness to curiosity and confidence to be of service. Approaching Sarah after a presentation, he candidly asked about her experience with external advisors, explaining his interest in exploring mutual needs rather than assuming a fit. This simple act transformed their dynamic. Sarah, appreciating Jack’s sincerity, shared her current advisor relationship and what she valued most.
This honest exchange marked a turning point. Jack, now feeling empowered, calmly expressed his firm’s capabilities, offering an alternative if ever needed, all while respecting Sarah’s perspective. Uncomfortable initially, Jack found relief and pride in the authenticity of their conversation. Weeks later, Sarah reached out with a $250K project, followed by another worth $200K the next month—a testament to the pivotal shift in their relationship.
In the rush of advising, many professionals (including internal service providers to other parts of the business) forget the power of asking. Yet, it is through a service orientation of listening and understanding that true client needs are uncovered, paving the way for meaningful assistance.
Mark Raymond
PS - We are excited to share updates on our enhanced offerings:
BD coaching
Leadership coaching
Leadership team coaching/facilitation
Conflict resolution
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