The TRUST Equation

An overview of the TRUST Equation from the work of David Maister

1. Trustworthiness = Credibility + Reliability + Intimacy Self-orientation Credibility relates to our words and is revealed in our credentials and honesty Reliability relates to our actions and is revealed by keeping our promises Intimacy relates to our emotions ; people feel safe talking about difficult agendas Self-orientation relates to our caring and is revealed in our focus (us or them?) © The Trusted Advisor ( Maister , Green and Galford , Free Press, 2000) The TRUST Equation

2. A focus on the Client for the client’s sake, not just as a means to one’s own ends. A collaborative approach to relationships. A willingness to work together, creating both joint goals and joint approaches to getting there. A medium to long term relationship perspective, not a short-term transactional focus. The most profitable relationships for both parties are those where multiple transactions over time are assumed in the approach to each transaction. A habit of being transparent in all one’s dealings. Transparency increases credibility, and lowers self-orientation, by a willingness to keep no secrets. © The Trusted Advisor ( Maister , Green and Galford , Free Press, 2000) The Four TRUST Principles

3. Enhancing credibility (adapted from The Trusted Advisor, Maister et al, Free Press, 2000) Don’t tell lies, or even exaggerate. Ever. Love your topic. Introduce your clients to each other. When you don’t know, say so. Credentials: don’t try too hard ( eg letters after your name on business card) Relax, you know more than you think. Do your homework on the client; make sure its up to date. Don’t show off.

4. Enhancing reliability (adapted from The Trusted Advisor, Maister et al, Free Press, 2000) Make specific commitments around small things Send meeting materials in advance Make sure meetings have clear goals (not just agendas) Liaise and negotiate, confirm

5. Building relationships (adapted from The Trusted Advisor, Maister et al, Free Press, 2000 ) Don’t be intimidated, or use intimidation – it is always compensating for something. Business is about people, don’t fall for the ‘business is business’ mantra. Engage the person, be alert to their interests. Repeat often: “Really, what happened next?” and “Interesting, what’s behind that?”

6. Threats to client-orientation (adapted from The Trusted Advisor, Maister et al, Free Press, 2000) Self-consciousness A need to appear on top of things A desire to look intelligent Preoccupied with a long do-list An inclination to jump to the solution A need to win the argument, be right, be seen to be right A desire to be seen to be adding value Fears: of not knowing, not having an intelligent answer, of being rejected

7. Hints of self-orientation (adapted from The Trusted Advisor, Maister et al, Free Press, 2000) A tendency to relate stories to themselves of their experience A need to appear clever, witty An inability to provide clear direct answers An unwillingness to confess lack of knowledge Name dropping Reciting qualifications Tendency to want to have the last word Closed questions early on Passive listening Treating the client as a source of data

8. Indicators of client-orientation (adapted from The Trusted Advisor, Maister et al, Free Press, 2000) Opposite of all previous Asking the client what is behind a certain issue Focus on defining the problem, not guessing the solution Learning to tell the client’s story before we write our own Adapt to the client’s culture re terminology, style, formats, hours etc. Resisting the clients invitation to offer a solution too early on Be available Anticipate needs and respond Communicate Communicate