Being able to confidently articulate the organisation’s brand comes down to connecting on a personal level with the brand, and owning how you talk about it with your networks.

Client example: Global Professional Association

The challenge for a large organisation, like a global membership association, is how to translate the brand’s positioning and value proposition ‘on the ground’ in a variety of locations and categories.

In this week’s strategy session in Brisbane for a professional association’s board, leadership, staff and committee heads, participants worked with a range of tools to connect with and communicate the global brand at an individual, team and national level, making it meaningful ‘on the ground’. The key to success using tools like an ‘elevator pitch’ (loathe that term!) lie in making it personal, individual, authentically inspiring, and human.

An elevator pitch that means something

Participants were encouraged to choose an angle that was personally meaningful when interpreting the brand’s value proposition messages, and to lead with this angle when constructing their own elevator pitch that they could use to talk to potential members about the benefits of joining the association. It was a balance between being clear on what is meaningful to their member audience, and what is meaningful to each of them personally.

Incorporating a ‘Brand Culture’ strategy at your organisation or professional association, where your people can meaningfully connect with your brand,  results in stronger positioning, connection and visibility, in order to reach individual and shared KPIs, particularly around target audience engagement and business growth… but it also helps with team unity, motivation and confidence.

How do you know you need a Brand Culture Strategy?

Consider these questions:

• How clear are your brand messages to internal and external audiences?
• Are your board and leadership team on the same page when it comes to brand positioning and direction? Is the board driving a culture that supports core brand values?
• What about your leadership and management teams – do they work towards common brand understandings and goals?
• Can your people confidently explain what the brand is all about… in ways that inspire them?
• Have your people been equipped with the right information and professional skills to represent your brand to clients and networks… confidently, clearly, accurately and favourably?
• Have you given your people the resources and encouragement to develop their own personal brands? Are you aware of how confidently positioned personal brands create better company brand representation, increased performance and happier, more motivated team members?
• Does your marketing team have a deep understanding of the brand’s positioning, value proposition, key messages, audience and communication style? Do they know how to formulate and carry out a strategic marketing plan? Are they being utilized as a key resource to guide and support others in communicating the brand?

The questions above are a great place to start your leadership discussions about your people’s connection to the brand.

Then, your Brand Culture Strategy should be informed by your organisation’s overall strategic direction and a solid understanding of where your team members (at every level) currently sit in terms of brand awareness, connection and communication. A truly powerful strategy session like the one described above starts with a well-planned team enquiry and engagement process.

More information:

Navigating the festive networking season to make the most of it, without feeling exhausted

This is the time of year when opportunities to network abound, and the choices are increasingly festive and bright… and yet, it is also the time of year when we feel rushed, overwhelmingly busy, and starting to tire out.

Our good intentions to show up for end-of-year networking can end up looking like a half-hearted attempt: we stay in the corner enjoying drinks with the people we see every day, or we show up frazzled and exhausted, with nothing much to say… or we don’t show up at all.

There is something to be said for being selective with events and focusing on other things that matter – finishing off projects, wrapping things up effectively with staff and clients, and looking after our health! I always have good intentions to make the most of the festive networking season, but in the end, I often find I’ve overcommitted, and have to bow out of one or two events in my diary, to stay back in the office, or to get some sleep!

At the same time, the festive season is such a natural time to connect with your networks: you can check in with those you haven’t caught up with in a while, to see how their year has been; you can ask new acquaintances about their holiday plans; you can wish those VIPs in your network a happy holiday! We all remember the human element during the festive season – we are relaxed, if a little tired, and we are ready to breathe out and have fun. This makes for easily-flowing conversation!

“I am currently enjoying delivering an ideal client project that started with a chance meeting at a Christmas event last year.”

We also know that just about everyone joins in the gatherings and celebrations at this time of year, so the chances of meeting those influential people who normally don’t have time to attend events increases. I am currently enjoying delivering an ideal client project that started with a chance meeting at a Christmas event last year.

Here are three things I am focusing on this festive season, to make the most of it while still maintaining my health and sanity!

1. Create my own meaningful opportunities to network. I have collaborated with others to create some simple but meaningful connection points before the end of the year:

• I’m co-hosting a long-table, invitation-only lunch for a group of women in business and professional industries that I admire and value having in my network.
• I’ve scheduled my annual end-of-year lunches or dinners with a few close friends, when we reflect on our year and our goals for the next.
• I’m calling or emailing clients located in other cities to check in on their progress and to wish them a happy festive season. While I am catching up with a couple of clients face-to-face during a family visit on the east coast, I’m keeping this limited during this busy time of year.

2. Selecting events more slowly. There are so many invitations at this time of year for us all, and I have to remind myself not to go on a guilt-trip for not attending everything – that I can say no even when my calendar says I’m free. Chances are, I’m not really free, because I’ll be finishing something off I didn’t schedule enough time for, or something unexpected will come up… or I’ll just need a rest for an evening! The events I am prioritising, where possible, are the ones run by clients I’ve worked with this year.

3. Booking less coffees, for now. After some time off recently to support a family member, I am playing catch up while juggling the usually busy work demands of November and December. I have a long list of coffee meetings I am supposed to reschedule or book in, and I’m keen to do them, but I am letting go of the expectation that I’ll get to them all this year.

As you can see above, my approach to navigating the festive networking season is not to avoid it, nor is it (any longer) to go hard and really push myself, arriving at holiday time exhausted! I am trying to be a little more realistic, to focus on what really matters and what I’d really like to do, and to try to show up fresh and to bring value to the conversations I do choose to have before the end of the year.

You’ve hit it off with the potential client, you’ve had the discovery chat, you’ve proposed next steps… and now you’re waiting. What can you do to build more trust after the initial conversation?

In this series of 3 articles, I am exploring the question: How can we be intentional about building trust in business?

In Part 1, I introduced concepts from some top ‘trust thinkers’ and described what I have found to work before the business conversation with a potential new client. In Part 2, we looked at what works in building trust during the conversation.

We can’t overlook what needs to be done to maintain and build on that trust following the exploratory conversation… so in the final article of the series, I highlight what my favourite consulting experts have taught me about what to do afterwards.

Intentional Trust-Building in Business Part 3: AFTER the conversation

The ‘waiting time’ after your initial discussion and before the final sign-off from the client is often when we feel least in control of the outcome, but the way you approach this time can set you up for a trust-built, long-term relationship.

1. Immediate Follow-up: Hopefully you and your prospective client committed to some follow-up steps before you left the discovery meeting… but if not, this should be done right away. By guiding your prospect step-by-step (send the overview document of what you talked about, clearly explain the next step and when you’d like to see that happen), you are building trust as the expert who can advise the best path forward.

2. Move from ‘nurture’ to ‘lead’: One of the corporate experts I rate the most highly is U.S.-based Angelique Rewers, who keeps the focus on the consultant or professional service provider’s ability to guide outcomes for clients. She says that the follow-up period is not the time to ‘nurture’ the relationship through continuing to send free content and helpful hints! At this stage – and particularly with busy corporate and SME clients – your aim should be to move them forward making decisions on the solutions you’ve proposed, having already demonstrated the value in doing so.

3. Stay in your power: Another wonderful U.S. coach to consultants and service providers, Leah Neaderthal, also warns against continuing to give away free stuff while you wait for a response, and suggests you use the time more wisely by ‘filling your pipeline’ with other potential clients through your business development plan. She also gives a great tip: re-use proposal content for others you are in discussion with where you need to re-energise or re-inspire the conversation – e.g. ‘I’ve recently put together this plan for a different client and I think it would be a great fit for what we talked about. Shall we make a time to discuss?’

For me, the greatest lessons have been in how to direct my time, energy and communication after the discovery chat, because this is often the difference between a new client and never hearing from that person again – no matter how great the initial conversation! Furthermore, the feeling of personal empowerment you can generate by focusing on what you can and should do at this stage helps create confident and positive vibes that really do keep the ball rolling attracting new business!

In this series of 3 articles, I am exploring the question: How can we be intentional about building trust in business?

In Part 1 I introduced concepts from some top thinkers in the areas of trust-building in business, and I listed out the key steps to get right before the business conversation with a new prospect, in light of what my experience has taught me works best. Here in Part 2, let’s turn to what works in building trust during the conversation.

Intentional Trust-Building in Business Part 2: DURING the conversation

Often, you only get one chance to get in front of the decision-maker for a potential new client. What you do in that 30-60 minutes can make all the difference. It can feel like a lot of pressure, and yet it’s vital to bring clarity and confidence to these conversations, letting the prospect know they are in expert hands.

I have found that becoming skilled at business development conversations with corporate clients is a personal process of deep learning and reflection, in order to find what works for you. Put simply, these are the key components I have found to be important in building trust during the conversation:

1. Taking time to connect: We are human beings first, so having a simple and honest way to get to know each other, find commonalities and build rapport is an important first step. Rather than have a standard set of ‘ice-breaker’ questions, I like to use my knowledge or research on that person to open with a question that is relevant to them and interesting to talk about; I then find the most important key to connecting is to really listen.
2. Coming in with clarity: It’s vital to have a loose structure for where you want the conversation to go and to ensure you gain the valuable information you need to create a true solution-fit for the potential client. This structure should be simple enough to follow in a natural conversation, rather than being too detailed, so you can allow connection and flow in the exploration of business issues. To me, it’s not about a sales pitch on what I do, but an exchange. Having said that, it is necessary to have a confident and succinct way to talk about how your approach and offerings may help! Your structure should also include clear next steps for each party to commit to, following the meeting.
3. Focused on needs and value: To ensure that neither party feels the chat was ‘nice’ but largely a waste of time, focus on understanding the client’s needs and providing value, right from that first exploratory conversation (and every exchange to follow). This doesn’t mean trying to give them all the answers for free in your first chat! I recently heard a sales expert say that a conversation that creates value for your prospect is one that moves them one step further along in solving a business problem – including moving closer to a decision on whether to work with you.

When it comes to business development conversations, I have learned that you can be human, authentic and genuinely interested in helping the client get the best outcome… and at the same time be purposeful and structured in your approach. After all, the prospect knows why you are having the conversation, and wants the discussion to be useful in moving towards a business solution. Having clarity on how you will approach the conversation will give you confidence in delivery… and the best outcomes for both of you.

In Part 3, I will discuss what I know to work in building further trust after the sales conversation, in order to begin a great working relationship with a new client.

On their web page entitled, Why We Study Trust, Edelman answers this question by stating their belief that ‘Trust is the ultimate currency’. This organisation has proven this point year after year, through the global findings of the Edelman Trust Barometer.

“If people like you they will listen to you, but if they trust you they will do business with you.” – Zig Ziglar

How can we be intentional about building trust in business?

I recently listened to a podcast episode by Cindy Watson, a negotiations expert, on designing your negotiation process to build trust with your business prospect. Unsurprisingly, so much of this was about adequate preparation – and not just in terms of research and formulating great questions – but in taking time to deeply understand yourself, your fears and your motivations, so that you are able to change your mindset and approach your negotiations from a ‘balanced state’.

Cindy also discusses planning the negotiation process carefully and challenges her audience to ask themselves, ‘What are my next steps?’

In this series of articles, I will outline some of the steps that I have used successfully before, during and after the sales conversation to build trust and win great clients. Let’s start with Part 1: what to do before the meeting to start building trust right away.

Intentional Trust-Building in Business Part 1: BEFORE the conversation

There’s plenty to work on before you even approach an exploratory business conversation, to help build trust with new potential clients! Robert Cialdini calls this ‘Pre-Suasion’ (and offers in-depth research findings on subtle actions that make a difference, in his book by the same title).

For me – I like to keep it simple, strategic and transparent. These are the big things to get right before your conversation, in my view:

1. Your online presence – are you building trust right from when someone Googles you? (And they will – even if you have been introduced!) Does your website and LinkedIn bio clearly position you in terms of value to a particular audience, and prove your credibility?
2. Your first words introducing yourself (e.g. via email or on the phone) – are you keeping it simple and clear, focusing on what you do, for whom, and the results this achieves? Your introduction should be brief because you recognise the other person does not care to read an essay about someone they don’t know… and should be directly relevant to this person, because they need to see why they should stop their day to arrange an appointment with you.
3. Your purpose for meeting – have you made it clear, to yourself and your contact, why you are going to have this conversation? What is the intended outcome for each party? I find being transparent and thinking win-win are the keys to booking great meetings.
4. Get present before you engage – I 100% agree with Cindy that you need to really know yourself and approach your business conversations from a balanced state. This, to me, means taking time to get grounded, get centred – taking some deep breaths and setting my intention for the energy I want to bring to the meeting – so that I can be truly present with the person, generous with my listening, and calmly confident in my responses.

Stay tuned for Parts 2 and 3 – what I have found to work in building trust during and after the sales conversation, towards embarking on a great working relationship with a new client.

Develop your spoken introduction and your 1-pager that nails what you do and why it matters

By far the biggest area of interest in enquiries from professional services teams is getting help crafting strong professional value statements and building confidence in using them.

Why a ‘professional value statement’?

Your professional value statement consists of a very short statement (preferably one sentence) that sums up what you do, who for, and why it matters. Your statement is most often used in spoken and emailed introductions where you have to get the point of your work across quickly and impactfully. It can also be extended with a 1-page document summarising the key aspects of your work and your credibility in the industry.

Some call it an introduction or an elevator pitch, but a better term is professional value statement, personal value statement, or employee value statement. These more elegant terms point to the need to understand the value that we bring in our work… and this has a far greater impact on building trust with customers and stakeholders than a generic sales pitch!

When everyone in the organisation has a personalised and thoughtfully-crafted go-to statement that they feel authentically speaks to what’s most important about their work, they are much more likely to use it to help build the business.

The process of crafting your professional value statement

While I help people every day to create and use impactful professional value statements, working on my own has been the biggest challenge. It’s so much harder to make ideas clear and succinct to others when they are about you! I have spent countless hours crafting and evolving mine, and I feel that my current statement is able to quickly point to the benefits and direction of my work, which are not otherwise very tangible or easy to pigeon-hole.

One piece of content that leads with my professional value statement and has really assisted in providing a snapshot of my work in email introductions has been my 1-pager capability statement. This is a 1-page .pdf containing:

• My name and role title
• A photo of me
• My professional value statement (1 sentence, highlighted)
• Key practice areas
• Key clients
• Key speaking engagements
• Contact details.

What you include in your one-pager will be different according to your focus and audience. For some, establishing credibility will be more about listing formal credentials than speaking engagements, for example.

Here is the top fold of my 1-pager, showing my one-sentence professional values statement (this is how I introduce my work in-person, too):

How to stop feeling icky about promoting your strengths!

In a recent online workshop working with new leaders in transport and logistics across ANZ, we reflected on individual and collective strengths… and there were many.

Team members identified strengths that were recognised by many participants, including:

• Keeping promises
• Being knowledgeable
• Being hardworking and results-focused
• Being team players
• Having a can-do attitude
• Helping clients and staff to achieve goals

Yet, they also reported a reluctance to self-promote, while at the same time recognising the value of building an online profile and being able to talk confidently about strengths when needed. One team member said that if it wasn’t for his online profile, he would never have got the job at this organisation – a job he really values!

Identifying and being able to clearly articulate strengths does a lot, not only your personal brand, but your team’s identity and the broader company brand. It helps staff be confident in talking about their work when meeting important new contacts and developing relationships with current clients. It also helps grow personal confidence, pride, motivation and belonging – because when we are clear on the value we contribute, we feel really good about our work.

“…when we are clear on the value we contribute, we feel really good about our work.”

Yet, across the board, I have found that a great many professionals are reluctant to talk about themselves. They’ve seen poor examples on social media, and they don’t want to put themselves ‘out there’ or sound conceited or salesy in introductions and conversations. At the same time, they do have a desire to identify and articulate their strengths.

Moving to a positive approach to self-promotion involves:

• Identifying situations where you need to talk about your strengths, or to set yourself up as credible (e.g. external and internal networking, email introductions, running a meeting with a new client or prospect, phone enquiries, interviews and promotions).
• Having a clear plan and language for how you will approach such situations – what you will say and do to introduce yourself, to guide the conversation and invite people to see you in a certain way.
• Sharing the experience of reflecting on strengths, and practising talking about them with each other.
• Seeing positive role models talking about the value they bring through their work, and participating in mentoring, coaching or training opportunities to be confident professional communicators – both in-person and online.

You’ve prepared your introduction for networking events… but does your listener care about what you’re saying?

Perhaps your introduction is boring and lacks impact… just your name and your role title that means little to anyone else.

Or you are rambling on but not really saying anything.

Or worst of all – your practised ‘elevator pitch’ feels like an unwanted sales call to the poor person you’ve cornered at networking drinks.

What your audience cares about comes first

While you may not know what matters specifically to the person you meet networking, you can still prepare a thoughtful introduction by understanding what generally gets people to listen and connect with your work, and by knowing what human beings generally need in order to enjoy an exchange with someone new!

When it comes to articulating value, what you personally care about matters – but it matters mostly to YOU. Your listener needs to hear something that makes them listen – something that matters to THEM.

Let me give you an example from my photography business days… As a photographer, I spent a lot of effort and training learning to ‘get it right in the camera’ – using equipment, techniques and knowledge of how light works on the subject, to ensure the photos were as close to perfect as I could achieve, before I got to editing on Photoshop. I was proud of this – it’s how I was taught to practice photography at university – to honour the art of working with the camera itself. But this was more about my lack of interest in digital arts and not wanting to spend any more time than necessary at the computer, because I’d rather be on location, shooting. At the end of the day, the client didn’t care whether I ‘got it right in the camera’ or spent hours Photoshopping – they just wanted great photos (and a great experience).

Knowing that the client’s number one interest was receiving photos of themselves that they loved, and that number two was enjoying and feeling uplifted by the experience of the photoshoot, I had to lead with this in my brand communication. Yet, so many ‘old school’ photographers miss this in their communications – even during the actual shoot, where they spend so much time fiddling with the camera and lighting that the client grows increasingly tired and nervous, ignored and waiting.

If you want your target audience to really listen when you introduce your work, think like a good photographer – think about their experience, not yours. That means keeping it short, clear and human – no fancy terms, no sales speak, no monologues or memorised sales pitch. Just say what you do, for whom, and to what end – that is, what it achieves for them. That’s all… then pause and allow for space for questions!