by Andrea Howe | Aug 21, 2012 | Client relationships
I lead workshops in different parts of the world that can consume me for days at a time. Heaps of work emails pile up in the meantime. And because I’m slightly obsessive about being responsive, I believe in using auto-replies. A few months ago I started experimenting with unique and sometimes quirky ones (for me). Little did I know they would cause quite a stir.
by Andrea Howe | Aug 20, 2012 | Client relationships
Our Story Time
series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story proved that
good intentions won’t keep you from screwing up. Today’s story highlights the business value of taking time to see the world from another’s perspective.
by Andrea Howe | Jul 25, 2012 | Client relationships, Trusted advisorship
Our Story Time
series brings you real, personal examples from business life that shed light on specific ways to lead with trust. Our last story told of
innovation, trust, and the freedom to fail. Today’s anecdote zeroes in on the importance of
living the trust principles all the time.
by Andrea Howe | Jul 17, 2012 | Client relationships
I can easily preach to my clients that it’s a disservice not to sell—that it’s part of our professional obligation to be of service. Apparently though, I have a problem practicing what I preach when it comes to selling myself—being assertive about calling attention to who I am and what I contribute. Just the other day I was admonished by a colleague (in a very nice way) for being reluctant to send a promotional email to a list of favorite clients. His exact words were, “Don’t waste another moment on worrying about it being too commercial; it is not too commercial, it is very well stated, and it is a service to all of your readers. So, stop that now!”
by Andrea Howe | Jun 28, 2012 | Trusted advisorship
Trust is a complex concept in human relationships. In our
Chapter 1 of the still-pretty-new
The Trusted Advisor Fieldbook, we explore ten fundamental attitudes that take aim at the complexities of trust, breaking it down so that it can be managed and more readily increased. Think of the Three Ps as the short list; they represent the core of our thinking on trust.