Andrew Sobel, Author at Andrew Sobel - Page 29 of 49
The Six Paradoxes of the Successful Client Advisor
Paradox: "a person or thing exhibiting apparently contradictory characteristics" In studying great client advisors all over the world, it has always struck me how pardoxical the role of trusted advisor is. Those who are best at it manage to balance a series of inherent tensions. Six Paradoxes 1. Product/Relationship There is always a tension between […]
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How Do You Pick Good Clients to Begin With
Picking Good Clients to Begin With With think a lot about how to build strong client relationships, but often don’t spend much time focusing on how to make sure we are getting the right clients in the first place. What is a good client? This ideal client varies for different people, but I think there […]
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10 Questions You Should Ask Your Clients Every Year
Keep Your Client Relationships Healthy Last month we looked at the indicators of client relationship health. Now, here are the questions you should ask your clients directly. A client of mine recently told me about how he had dodged death twice. The story of the first time is especially hair-raising, but I must save it […]
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Four Winning Strategies for Four Different Sales Meetings
THERE are more contradictory opinions about how to handle an executive sales conversation than there are about how to reduce the government deficit. In the last year, I have heard all of these statements about the “right way” to sell to top executives: “You have to start right away with good questions. Your focus should […]
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9 Strategies to Stay in Touch When There’s No Business
It’s a simple but powerful exercise: Write down the names of the 20 or 25 most important individuals you need to develop and grow a relationship with. Draw the names from a variety of categories. Include clients, prospects, influencers, colleagues, and others that you need to help you succeed. When I ask executive groups to […]
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Questions to ask senior executives
When you meet with a senior executive—someone who is a leader in their organization—you need to think carefully about the questions you ask. Don’t ask boring, general questions like “How’s business?” or “Can you tell me about your strategy?” With top executives in particular you need to add value for time. Prepare carefully so that your questions can be specific, not general. Politely challenge them. Ask questions that will help get at the root causes and help redefine the problem . Get underneath their thinking. What options are they considering? How are they going to make an important, upcoming decision?
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Breakthrough Moments in Relationships
Great advisors often have moments when they forcefully demonstrate qualities such as great conviction, perceptive big picture thinking, and independence—or when they simply act rapidly and decisively on their client’s behalf. These instances illustrate how great advisors distinguish themselves from ordinary ones. Here is one of my favorite “breakthrough moments” of a truly great historical figure—General George Marshall, who became Roosevelt’s most trusted military counsel during World War II:
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Are you part of your client’s growth or just a cost?
Are you part of your client's growth and profits or are you simply a cost that can be cut anytime?
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