Earn Trust – The Formula to Help You Get There

Earning Trust is the most important thing we can do.  Without trust, a superbly designed, executed, and analyzed study is meaningless.  Without trust it will not be accepted and acted upon.  Here’s the formula for generating trust . . .

The formula for trust

How about a formula for trust for us analytical types?  David Maister in his book  The Trusted Advisor  gives us this formula:

T =   C + R + I


T = Trust
C = Credibility
R = Reliability
I  = Intimacy
S = Self-orientation

Credibility and reliability are not enough

Credibility and reliability are what we typically go to when thinking about how to build trust.  Do you have the expertise?  Do you have the experience?  Will you do what you say?  Of course these are important.  But you might also say that these are cost of entry.  On their own, they do not generate trust.  We have to look further.

Intimacy generates higher levels of trust

Intimacy refers to the ability to have empathy; to see other’s point of view.  It is being authentic and open.  It represents the extent to which others feel they can confide in you and feel safe in doing so.  This is what moves an interaction from a transaction to a relationship.

When conducting research for big dollar B2B, we have found that this dimension is highly correlated with loyalty and growth.  Without this, the relationship tends to be viewed as simply transactional.

Touting our skill or accreditation doesn’t work—because it’s not really about us

When we focus on our skills, when we focus on how good we are, we can damage trust.  Take another look at that equation.  Notice that “self-orientation” is in the denominator.  The more we focus on ourselves and not our client, the more we run the risk of damaging trust.

Now don’t get me wrong, we need the technical skills.  Personally, I enjoy “geeking out” a bit and digging into a method.  But we have to view this as the cost of entry when it comes to trust.  We need to understand that trust is an inherently emotional construct.  We need to focus on the client.  It’s not about us.  It’s not about demonstrating how much skill we have.  It’s not about showing how smart we are.  It is about doing all we can to help our client.

The following are things we might do that fall into the “S” category:

  • We want to look like the expert – we make it about us.
  • We don’t have the time to really understand the issue so we recommend a standardized approach that we can do quickly.
  • We have a desire to be right or to look smart.
  • We have a lot of other projects so we select the quick and easy path to execute.
  • We try to move off a project too quickly because we under bid the hours – before the client gets what they need.

How to overcome self-orientation

The following are a few things we can do to overcome the big “S.”

  • Ask a lot of questions about the issue – make sure you really understand it.
  • Restate the issue and the decision the client faces to ensure you truly understand.
  • Do not jump too quickly to a solution or methodology; even if a methodology is apparent.
  • Ask to see and read other background material so that you can better understand the situation – and read it – perhaps ask questions about it.

Try posting this formula on your wall and think through how you can leverage each aspect.

As always, feel free to comment.  I’m interested in what you have to say.

The CEO Is A Person Too

The top of the organization makes the really big decisions.  And of course we want them to use our insights when makig these decisions.  Unfortunately, many times our reports are our only access to these decision makers.  This makes it more difficult but also very important for our reports and presentations to do their job — to get the reader to really understand so that they will take action.  Otherwise, they are useless.

This post continues the conversation on how to get clients to listen to our insights.  In this series I am using the 3 elements of influence first outlined by Aristotle.

As a reminder, these 3 elements are 1) Logos – the logical appeal, our data, our strength; 2) Pathos – the emotional appeal, story telling, effective presentations; and 3) Ethos – influence through credibility and character, the trust we engender with our clients.

Today I’ll focus on Pathos, the emotional appeal.

Why can’t the facts just speak for themselves?

This is the dimension that makes left-brained researchers squeamish.  We would love it if we could just let the facts speak for themselves.  Why do we need to think about influence and, worse yet, emotions?

The reason is simple – those who make the decisions are human.

The CEO is a person, too!

By now we have all heard that consumers decide based on emotion but justify their decisions rationally.  This has been a theory for many years.  But now with advancements in brain science, it has been proven.  As Gerald Zaltman puts it, “The conscious mind explains actions produced by unconscious processes.”

I was in my office one day talking about this with someone on our team.  That’s when it hit me…the CEO…he’s a person too.   For that matter, so is the CMO and all those on the Operating Committee who make the really big decisions.

So if all these decision makers are people, then their brains work just like the rest of ours – they decide based on emotion and justify rationally just like the rest of us.

Do you doubt it?  Have you ever heard the expression, “Nobody was ever fired for buying IBM?”  This is an emotional rationale for a really big B2B decision.  How about this one — I have seen first hand a highly rated ad campaign killed because the Chairman’s mother, a retired English teacher, did not like that the key phrase was not grammatical correct.  All of our data did not change the fate of that campaign as soon as the Chairman made that comment.

These decisions are not based on facts and logic but on emotion.

Companies have learning disabilities, too!

Peter Senge in his book The Fifth Discipline identified several organizational learning disabilities.  Among them is the inability to escape existing mental models.  I love this quote from John Maynard Keynes:

“The difficulty lies, not in accepting new ideas, but in escaping from the old ones.” 

I have found that even when the data is clear, it is really hard to get the organization to change course — especially when we are talking about the big, strategic decisions.  And the longer a company has been on an existing course, the more difficult it is to effect change.

This, of course, is not the only organizational disability.  And Peter Senge did not even address resistance to change in power centers or the distorted behaviors caused by quarterly financial reporting.

Of course all the logic in the world will not overcome these learning disabilities — we need to go further.

One solution is learning how to build very effective presentations

Of course we need to do more than this, but a strong, effective presentation is a good first step.  We don’t have to dig too deep to realize that there are many, many reasons why simply reporting the numbers does not work.

If we want our information to be heard and acted upon, we have to understand how to best get our information heard and understood in light of these disabilities.  Fortunately, there are many resources that tell us about storytelling, how to present effectively, and how to persuade.

We will be talking about these in future posts.

As always, I’d love to hear your feedback, ideas, and solutions.

Don’t Just Tell Them — Make Your Case

Do you have a great idea, suggestion, or recommendation you want to offer to management? Those of us in market research or other “staff” functions often have a unique opportunity to do so.  So how do we do it effectively?

We see trends, activity, data, insights, etc. in the course of our work that we want to share with management.  In market research specifically, we are focused on understanding what the customer wants – more so than anyone else in the organization. This gives us the opportunity to offer insights that can be valuable to our company.

So how do we get our ideas up the chain?

Our first instinct in sharing our ideas is simply to tell the boss, CMO, or whomever we want to reach.  We may mention it in a staff meeting, hallway conversation, or even in the elevator.  It only makes sense to take those opportunities to share our ideas, thoughts, recommendations, right?

Unfortunately, this approach rarely works. Everyone is understaffed these days, even our management.  With too much to do and pressure from their own bosses, few leaders have extra time to consider new ideas, even if they’re good ones. Given that leaders and/or key decision-makers are pulled in many directions and face many pressures from their management, our chances of success with “ad hoc” recommendations are slim. Success is even more limited if the ideas don’t fit within management’s current priorities.

Sell, don’t tell

You can overcome this barrier with the right approach. First, understand that the person to whom you may talk is only the first stop. That person needs to take your idea and sell it to others up the chain, particularly if it means a change in direction or additional resources.

Consequently, your approach needs to be persuasive, well thought-out, and compelling. Collect the evidence, make the argument, and put it on paper.  Then set up time with your target and make your case for ideas and recommendation in which you believe.

There are many great sources that provide guidance for how to make your case.  One of my favorites is Andrew Abela’s “Advanced Presentations by Design.”  After returning from Abela’s workshop, I used his principles to create an organizational structure recommendation. I took it to the CMO, who liked it so much that she had both of us take it to the CEO.  We then had a third meeting that included the head of human resources.  The result? My recommended structure is still in place several years later.  That never would have happened if I had just cornered the CMO in the hallway.

Gaining buy-in for your ideas takes time and effort, so you can’t do this with everything. Pick and choose the ones you believe are best for the organization.  But remember, if we never do it, we will never be heard.

Be the thought leader

A side benefit of this thought-out approach is how it makes you look.  Not only will you increase the likelihood of getting your ideas across, you will be seen as a thought leader, someone to whom others should listen.

Give it a shot.  Make things happen!

Share your insights at the right time and place

Are you reporting your strategic results when the company is focused on execution?  An approach to getting heard is to sync your results with your company’s planning cycle.

Get on the planning agenda…where the senior leaders will hear you

There is a time when management is planning and there is a time when the organization is executing against those plans.  If you report results during the execution phase, your insights may be ignored and forgotten when planning time comes around.

Our best bet for being heard and influencing strategies is to get our data to those who can use it when they need it — during the planning phase – even if that data is from a study completed six months earlier. This allows us to influence those large corporate initiatives.

Steps for getting invited to the planning meeting

First, you have to have something to say.  Cull through your research and identify the top 5-7 customer insights of the year; the insights you believe management really needs to hear.  You want those few insights that really matter.  The more you try to communicate, the lower the likelihood your insights will be used.

Next, get on the planning agenda early in the process so you can share your top insights with senior leaders while they are interested in hearing them and might do something about them.   You have valuable information. What management group would not be interested in a brief overview of the most important insights of the year?  And who among them would say he or she doesn’t care what the customer thinks?  I have not seen this fail.

You may choose to work through your management, or better yet, simply get your bosses’ approval while you work to get your “Top 5” on the agenda.  I prefer the latter approach as I know my findings will be heard if I’m the one pushing for them.  Learn who is in charge of managing the planning process, then work with this person to get on the agenda.  He or she will likely have to run the idea past their management, but given your content, the odds of your inclusion and presenting to decision-makers will be very high.

Share insights, not data

Don’t structure your presentation like a typical research report.  Here are a few tips for this leadership audience:

  • In this setting, state your point-of-view with just enough data to support. And certainly not every data point you have.
  • Make sure the insights are pithy and to the point. Absolutely not “researchy.”
  • Bring in other, non-research supporting points if possible – it will add credibility to your points.
  • Avoid method discussions. If you are presenting to this level of the organization, they will trust you can execute properly. If they begin asking method questions, it is a sign they don’t like or agree with your insights.  Address the real issue; going into method details will not convince them.
  • Think through who and why someone might disagree with your points and address this in your presentation.
  • Be prepared to defend your point-of-view in the resulting discussion. It is this discussion where your knowledge and understanding can shine.

It works

We recently recommended this approach to a client.  He was added to the agenda last minute. We worked together over the weekend building his Top 10 Insights of The Year. He walked out of the presentation after his delivery to receive a high-five from his CMO.

This is exactly where our profession should be – providing the insights to those at the top of the company as they are formulating plans and strategies.

And it’s even more fun when we can get that high-five.

Have A Point of View

We all understand that senior management values decisiveness. So why are many of our documents or presentations filled with qualifiers – “perhaps,” “tend to,” “may be,” “90 percent level of confidence?”

The truth is, as a profession, we offer a great deal of expertise, but we also tend to offer a great deal of ambiguity, and we often lack decisiveness. Our managers are looking to make decisions and for us to be decisive in giving recommendations that help them make those decisions. So the question becomes, are we giving them what they need?

I’ve cited in previous blogs the statistic that 85 percent of senior managers want market research professionals to be a trusted partner and internal consultant, but only 25 percent think we are.  I also read recently that companies are increasing their research spend, but limiting the research head count expenditures. This all tells me management values the information but not necessarily the researchers themselves. The fact that we are all too willing to serve up our data with a side of caveats and ambiguity rather than decisiveness may be one of the reasons we fall short.

We’ve all witnessed that painful sight when a less experienced researcher gets his or her shot at presenting to a senior executive. The researcher, rightly proud of the work, wants to share all of the great information. But as he or she does this, the executive becomes more and more impatient, waiting for the bottom line. Waiting for the answer.  And when he asks the key question “what should I do?”  he gets hemming, hawing and caveats. The researcher has just wasted the opportunity to influence senior management.

We are comfortable in shades of gray – but management is not

Researchers understand that few things in life are black and white. We live in shades of gray. We want our clients to understand these shades of gray and nuances. But our clients are not us. There is a point where we need to rise above the shades of gray and form an opinion or point of view as to what it all means for the company.

We need to recognize what most business leaders understand – there is no such thing as perfect information, and that we often need to make decisions without having all the facts.

For those of you who have been fortunate to work with strong leaders, you understand they want your opinion. They want to know what you think they should do and why.  When we answer with “well we could do this, but on the other hand, that has merit as well, ” we limit our effectiveness and do a disservice to ourselves and our firms. Yes, there are shades of gray. But since you understand all these shades of gray and nuances, evaluate them and state of point of view. Really, who better to offer an opinion than you?

Developing a point of view is not easy – nor typically within our comfort zone

I offer a workshop to my clients on how to get results heard. In most all cases, this is perhaps the most difficult challenge the participants face. They may understand the concept and the rationale, but many are just plain uncomfortable taking a position and having a point of view.  There is a risk involved.  What happens if the CEO disagrees?  What happens if we’re wrong?

The key to successfully offering and owning your point of view is to ensure your opinion is  based on evidence. If you can support an opinion based on logic and strong evidence, then you are on solid ground and your point of view will be valued – even if others disagree. You will have contributed to the decision. Others will have other sources of information and other points of view and that’s okay.  Perhaps their arguments will win the day.  But you brought your insights to the table for discussion and as valuable input for the decision.

There are hidden benefits to having a point of view

A huge side benefit of having a point of view is that it forces us to analyze our results with a different perspective.  It makes us think like leaders — not just reporting data, but trying to decide ourselves what we would do. This might lead to slicing and dicing our data in different ways, or integrating data points from other sources into our documents to support our points.  But if we do these things, we will become more comfortable with our own point of view and we will have produced a much more decision-ready report or presentation.

Owning a point of view makes us much more prepared to answer that question “what would you do?” And in doing so, we will have taken a step closer to becoming senior management’s trusted advisor.

If You Were Boss

“If I were in charge of my organization, what would I do based on the information I have?”

That’s a question each of us as researchers should consistently ask ourselves.

All too often, we are content to give numbers and charts, and report what respondents said, when our management really wants to know what we recommend and how it will improve the business.

If we want to be heard and have an impact on our organizations, we need to develop a clear point of view (POV).  That means shifting in our own minds from researchers to management — acting as though we are the ones making the decisions rather than just providing data.

In addition to providing direction to the organization, it results in a much more on-target report.

Develop a POV

A clear POV is an important part of any recommendation. There may be times when we believe the recommendation is obvious based on the numbers we have.  But don’t make that assumption.  We work with numbers every day, and are comfortable with them and what they mean, but others in the organization may not be. Don’t assume others see what you see.  You need to give your POV based on the data? What do you think we should do, and why?

What would you do in their shoes?

At the end of the day, our objective should not be to report survey results but to provide direction for making decisions — again, shifting our mindset from research to management.

For instance, does management really care if we increased top 2-box scores for brand awareness? What does that really mean?  Does it translate into sales?  Does it tell us if the strategy is right?  What does it mean if our customer satisfaction score decreased?    Should the company invest in changes?   What does all this mean to the decision maker? Why should the CEO care?

The ability to think like management and provide more value means that our knowledge goes far beyond how to execute a market research study. Our research skills should be cost of entry. We need to also know something about marketing, strategy, pricing, messaging, and other areas of the business otherwise our recommendations become sophomoric.  If we don’t take the time to develop a holistic view of the business, we limit ourselves to the role of data collectors.

Each time we present results, the question to ask ourselves is “if I were in charge, what would I do based on the information I have?”  Whatever that answer is, present a case for it.  Design your report or presentation so that it takes your audience on a journey that ends with your recommendation.

So what would you do?

How To Push Your Idea Up The Ladder

Let’s say you have a great idea for your management.  You’ve identified something the company should really consider.  How do you move it up the ladder so that it gets implemented?

Do you send an email?  Perhaps include a link?  Do you stop someone in the lunchroom or after a meeting to share your thoughts?  Perhaps you have an opportunity to capture someone in the elevator for that elevator pitch.

For those of you who have tried any of these (probably most of us), how did they work for you?

Just think about how busy we are.  I don’t know any market insights or marketing departments that are overstaffed.  Everyone has their list of objectives for which they will be held accountable.  So if someone were to email you with a great idea, how likely would you be to jump on it, develop it, or make a case for it?

Consider from your management’s perspective. Since your leadership is likely getting several of these suggestions coming from all sides of the organization, how likely is it that your idea will get the attention it deserves?

There are a couple of things you can do to increase the chances of your ideas moving up the chain:

Make it easy for them

If you want to get some traction on an idea, develop it, research it, make a case for it. Create a concise, well-articulated document or presentation that your management can take on to their management.  Don’t just try to sell your management, create a document that sells their management.

This takes time — but your idea won’t go anywhere unless you make that investment.   Of course, you can’t do this with every idea, so pick and choose those few ideas that are worth the time required to make your case.  Just like a good ad, those ideas presented with a clear single message will be more effective.  If you can get just one of these ideas through management a year, you will be the hero.

Be smart about choosing the ideas to advance

  How do you determine which ideas to pursue?

 The book The 12 Powers of a Marketing Leader by Bart and Barwise suggests the following criteria in deciding which ideas to push forward:

  1. Biggest win-win for customers and the company
  2. Realism – Pick an issue that appears solvable with a realistic effort
  3. Energy — Test your ideas with others to see which generates the most energy. This could make the difference.
  4. Time to success — Pick something where you can achieve measurable progress while you’re still around.

Dovetail your idea to fit management’s plans

Finally, don’t try to change management’s agenda.  You will likely fail if you try to move the company in a direction senior leader don’t want to go.  You will be most successful if you dovetail your ideas and recommendations to fit within the current agenda and goals of senior management.

Good luck!