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Welcome
A Session on
Client Engagement
IOT – Institute for Ocean Technology
Facilitated by: Joe Stelliga
Agenda8:30 Welcome Back- Review
PLAN - Step 3 - Preparing for the Client Meeting
MEET- Step 4 - Exploration
Understanding the client’s world – IRAP TA’s
MEET - Step 5 - Commitment
SUPPORT - Step 6 - Follow up
Developing a Plan of Action
LUNCH
Next Steps
Evaluations
2:30 Close
8:30 Agenda/ Objectives
introductions
Logistics
Ground rules
Parking lot.
Understanding of NRC rationale for building relationships with clients – Mary Williams
Understanding “Self” in marketing and networking
Communications Challenges
Client Collaboration Model
LUNCHPLAN - Step 1 - Clients
PLAN - Step 2 - Services
PLAN - Step 3 - Preparing for the Client Meeting
4:00 Close
Day 1 Day 2
Client Engagement
Objectives The objectives of this session are that participants will: More clearly understand the NRC rationale for building relationships with clients that are beneficial to both
parties in order to more effectively transfer ocean technologies to these clients.
More clearly understand their client’s world and the realities and challenges facing their clients.
Develop a better understanding of how the participant’s personalities may impact on their attitude towards
marketing and networking and develop strategies to decrease reticence towards marketing and networking.
Develop a better understanding of the concepts of client Engagement: for instance, identifying clients to
approach, making the initial connection, developing and maximizing networking strategies and opportunities.
Increase the ability to identify the needs of potential client’s, tailor an approach to accommodate these needs
and encourage discussions about future work.
Develop an increased effectiveness in communicating with clients during networking opportunities. This
includes knowing how to ask open-ended questions and listening more effectively to the responses. The objective is
to become more comfortable in conversing with clients.
Develop a plan of action (W,W,W,W,W,H).
Develop clarity on what the organization can and cannot do in its relationships with clients.
Have fun and enjoy the two days.
Client Engagement
Introductions
• Name
• Title/Responsibility
• Something you don’t know about me is….
• This session will be worthwhile to me if…..
Client Engagement
Ground Rules
If somebody is talking everyone else is listening
Every idea is worthy of consideration
Client Engagement
NRC rationale for building relationships with clients
Mary WilliamsDirector General NRC Institute for Ocean Technology
Followed by Q&A
Break
A Model for Client Engagement
Support
1. IdentifyClient(s)
3. Preparing for the
Client Meeting
5. Commitment 4. Exploration
6. Follow Up
2. Identify Product(s) /Service(s)
Meet with Client
Plan
List possible clients Develop success criteria Prioritize in terms of success possibilities
1. Identify Clients
Considering prioritized list of clients identify Products and Services
Develop criteria Prioritize in terms of success possibilities
2. Identify Our Products/Services
“Begin with the end in Mind” - What would a successful meeting look like
Develop an approach – purpose, WIIFT Develop logistics – who, when, where Develop questions – needs analysis
3. Preparing for the Client Meeting
Opening - Overview Ask questions (prepared questionnaire)
Active listening Asking the Right Questions
Confirm client needs Present Benefits that meet their needs
4. Exploration
Always get a commitment Next meeting, make a network connection, agree on
a future communication, delivery of folow up information…
Deliver what you promise
and
don’t promise what you can’t deliver!
5. Commitment
Summarize key points (commitments) by email
Deliver on agreed actions Identify opportunities to meet additional
client needs
6. Follow Up
Small groups discussion (10 min.):
Given the NRC business plan objectives, Mary’s comments, etc.what does success look like in client engagement? For organization? For you?
Identify scribe AND spokesperson for group
Possible brainstorm areas: Relationships with clients Work being done Outcomes Personal capabilities, organization capabilities
Small groups report back (max. 5 min each)
What Does Success Look like?
How does who I am impact my
client engagement?
Two Dimensions:
Where I get my energy
How I take in information or perceive things
Extraversion IntroversionExtraversion: The natural focus of Extraversion~ the external world.
Introversion: The natural focus of Introversion~ the internal world.
Barger and Kirby, Challenge of Changes in Organizations, 1995.
Where do I get my Energy?
Complete the quiz on page 1 of the
Handout
Major Differences Between:Extraversion and IntroversionThose Preferring Extraversion Direct energy and attention
most often and most naturally to the external world.
Notice what is going on around them.
Get ideas and energy from their interactions with people and their external environment.
Are stimulated by the external world and by activity.
Those Preferring Introversion Direct energy and attention most
naturally and most often to their internal world of facts, ideas, thoughts, feeling and memories.
Notice what is going on inside, may not notice or give external clues.
Get ideas and energy from their internal processing.
Are energized by time alone and reflection.
Barger and Kirby, Challenge of Changes in Organizations, 1995.
Extraversion and Introversion
Extraversion and Introversion
Extraversion and Introversion
Extraversion and Introversion
10 min - Pairs discussion – so what?
Both partners share:
- benefits and draw backs of each in communication and client engagement
- What is your personal strength in this dimension as well is something you will work on doing differently
Extraversion and Introversion
How do I take in Information?
Sensing IntuitionSensor: Scans back through stored data to find relevant experience and applies it to new ideas.
Intuitive: Scans ahead to the possibilities and generates more new ideas.
Barger and Kirby, Challenge of Changes in Organizations, 1995.
Complete the quiz on page 2 of the
Handout
Sensing and Intuition
Major Differences Between:Sensing and Intuition
Those Preferring Sensing Notice what is actual and
present - information taken in by the senses of sight, hearing, smell, touch, taste.
Trust & give weight to facts and practical, realistic data.
Accept generalizations only after they have enough concrete evidence.
Have a mass of accumulated data from their experience that they use to test new information.
Those Preferring Intuition Notice specifics but move very
quickly to connecting them to other information to see patterns.
Trust and give weight to the patterns they see, their associations to others’ ideas.
Readily generalize from sparse actual data.
Test new information by whether it fits (connects) with their intuitive patterns.
Barger and Kirby, Challenge of Changes in Organizations, 1995.
Sensing and Intuition
Sensing and Intuition
Sensing and Intuition
Sensing and Intuition
Sensing and Intuition
10 min - Pairs discussion – so what?
Both partners share:
- benefits and draw backs of each in communication and client engagement
- What is your personal strength in this dimension as well is something you will work on doing differently
Sensing and Intuition
Communicating with Clients
Things to Consider
Trust – Fundamental to
Successful Client Engagement
Competency CharacterConsistency Courage
Communication
TRUSTClient Engagement
Communication ModelCommunication Model
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Sender Message Receiver
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Medium
Barriers to Communication
Feedback
Non-verbal’s
7% What is Said 38% Tone 55% Body Language
Reading between the lines
Active ListeningPay attention.Give the speaker your undivided attention and acknowledge the message. Recognize that what is not said also speaks loudly.
Put aside distracting thoughts. Don’t mentally prepare a rebuttal! Avoid being distracted by environmental factors. “Listen” to the speaker’s body language. Refrain from side conversations when listening in a group setting.
Show that you are listening.Use your own body language and gestures to convey your attention.
Nod occasionally. Smile and use other facial expressions. Note your posture and make sure it is open and inviting. Encourage the speaker to continue with small verbal comments like yes, and uh
huh.
Provide feedbackOur personal filters, assumptions, judgments, and beliefs can distort what we hear. As a listener,
your role is tounderstand what is being said. This may require you to reflect what is being said and ask questions.
Reflect what has been said by paraphrasing. “What I’m hearing is…” and “Sounds like you are saying…” are great ways to reflect back.
Ask questions to clarify certain points. “What do you mean when you say…” “Is this what you mean?” Summarize the speaker’s comments periodically.
Defer judgmentInterrupting is a waste of time. It frustrates the speaker and limits full understanding of the message.
Allow the speaker to finish. Don’t interrupt with counterarguments.
Respond Appropriately.Active listening is a model for respect and understanding. You are gaining informationand perspective. You add nothing by attacking the speaker or putting him or her down.
Be candid, open, and honest in your response. Assert your opinions respectfully. Treat the other person as he or she would want to be treated.
Active Listening
Active ListeningParaphrasing Restating a message, but usually with fewer words. Where
possible try and get more to the point.
Clarifying Process of bringing vague material into sharper focus.
Perception checking Request for verification of your perceptions.
Summarizing Pulling together, organizing, and integrating the major aspects of
your dialogue. Pay attention to various themes and emotional overtones. Put key ideas and feelings into broad statements. Do not add new ideas.
Empathy Reflection of content and feelings
Dialogue vs. DebateGood client exploration flows from questioning and storytelling. It is the result of:
• wondering – wonder why he believes that. wonder how he came to see this issue differently from me. wonder when and where she made that discovery.
• remembering – remember that I didn’t always know what I know now. remember that it wasn’t always like this. remember how it was before.
• taking risks – I’m ready to state what I know and feel. I’m open to another perspective. I’d like to try looking at it or doing it another way.
From: YMCA Europe Festival 2008: Leading a Conversation on Mission with Canadian Participants. Copyright 2008 by YMCA Canada.
One way to understand the nature of dialogue is to contrast it to debate:
Debate Dialogue Assuming that there is a right answer
(and that you have it) Assuming that others have pieces of the
answer and that together you can craft a solution
Combative: attempting to prove the other side wrong
Collaborative: attempting to find common understanding
About winning About exploring common ground
Listening to find the flaws and make counter-arguments
Listening to understand and find a basis for agreement
Defending assumptions as valid Presenting assumptions for re-evaluation
Critiquing the other side’s position Re-examining all positions
Defending one’s own views against those of others
Admitting that someone else’s thinking can improve one’s own
Searching for weakness and flaws in the other position
Searching for strengths and value in the other position
Seeking a conclusion or vote that ratifies your position
Discovering new options, not seeking closure
WAIT
Why Am I Talking?
Relationship vs. Outcome
Relationship
Outcome
xx
x
In Pairs – 15 min What are your strengths, challenges and
strategies for change
Large Group Discussion
Lunch
A Model for Client Engagement
Support
1. IdentifyClient(s)
3. Preparing for the
Client Meeting
5. Commitment 4. Exploration
6. Follow Up
2. Identify Product(s) /Service(s)
Meet with Client
Plan
“Clients” Overview
Noel Murphy
PLAN – STEP 1 - Identify the Clients
Brainstorm and
Prioritize Clients
Break
What Products/Services could we offer?15 min - Table Groups - Considering the clients in
quadrant A or B - what products/services could we spend energy on trying to sell?
10 min - Brainstorm a list10 min - Prioritize/Flip chart - by Likelihood of Success vs Effort/$
Present back to large group
PLAN – STEP 2 - Identify the Products or Services
“Seek first to understand then to be Understood”
PLAN – STEP 3 - Preparing for the Client Meeting
Needs tell,
Benefits sell
BLINDBLIND
HIDDENHIDDEN UNKNOWNUNKNOWN
OPEN
FEEDBACKDISCLOSURE
Known to self Not known to self
Known to others
Not known to
others
The “Jo-Hari Window”
PLAN – STEP 3 - Preparing for the Client Meeting
Welcome BackDay 2
`A Session on
Client Engagement
IOT – Institute for Ocean Technology
A Model for Client Engagement
Support
1. IdentifyClient(s)
3. Preparing for the
Client Meeting
5. Commitment 4. Exploration
6. Follow Up
2. Identify Product(s) /Service(s)
Meet with Client
Plan
Needs Analysis ProcessA conversation with a client has several phases.
Exploration: An exploration of all of the relevant background issues; needs that must be met, efforts to resolve, people and technology involved, demands, constraints, etc. Facts: What happened/ is happening – what, where, when, who, how? Concerns: What is the client concerned about? What does the client need? Motivation: How motivated is the client to start doing something? To get their
needs met? Commitment: What is the client committed to doing? What is the client lacking
the commitment to do?
Action: What action is the client willing to take to move forward? What specific steps are necessary? By when? Who else will be involved? What are the barriers? How will you overcome those barriers?
Results: Based on the plan for action what results does the client envision achieving?
PLAN – STEP 3 - Preparing for the Client Meeting
Types of Questions
10 min - Question types Split in groups define use and example that applies to this group
Question Types Open/Closed Funnel Probing Leading Rhetorical
15 min - Small groups - develop questions - consider question types Process - brainstorm questions – Column 2 - number questions – Column 1 - re write questions in order
5 Min - share your questions with other group for their comments/observations
PLAN – STEP 3 - Preparing for the Client Meeting
Developing Questions for the Client
Break
Welcome IRAP TA’s
Questions and Answers
MEET – STEP 4 - Exploration
Understanding the Client’s World
MEET – STEP 5 - Commitment
Commitment
Agree on Actions and Timing Identifying next step(s)
Always get a commitment Next meeting, network connection, future
communication/meeting….
Deliver what you promise and
don’t promise what you can’t deliver.
Top Ten list of Things You Cannot Do – Kiera and Noel
Q&A
PLAN – STEP 3 - Commitment
Commitment
Follow-UpSUPPORT – STEP 6 – Follow-up
delivering what you promised
getting back to the client on actions, delegating or passing on
servicing the relationship
measuring and/or evaluating service level(s)
What are the process elements that need consideration if you are to follow up and support your client’s appropriately?
Personal – next steps, reporting….Client - Organization -
Developing a Plan of Action
30 min - to finalize an action plan based on discussionsShare plans through table rotation – one person stays back other table(s) rotate
Lunch
Going Forward
30 min Group discussion- what needs to happen to ensure we are successful in
moving to client collaboration- what are the obstacles to being successful; how can we
individually and collectively overcome these obstacles?
15 min Report Out by table group
Thank Youfor YOUR Participation!
A Session on
Client Engagement
IOT – Institute for Ocean Technology