Good news for busy subject matter experts!<\/p>\n\n\n\n
You can actually contribute to your organization’s marketing and business development goals while<\/em> working on client assignments.<\/p>\n\n\n\n As you know, professional services firms are in the business of selling… that’s right: trust.<\/p>\n\n\n\n As a subject matter expert, you can cultivate relationships and trust with key people at your firm’s clients. All while<\/em> working for them.<\/p>\n\n\n\n Here are 7 ways:<\/p>\n\n\n\n Very curious to learn in what ways you build relationships and trust with key people at your client. Do let me know!<\/p>\n\n\n\n This Spark was published as Nudge #046<\/strong> on April 1, 2025.<\/p>\n\n\n\n\n
Obviously, you can do this by listening carefully to what key people at your client have to say.
As an outsider, you’re in the privileged position to ask ‘dumb questions’. Which gives you the opportunity to uncover the fundamental reasoning behind your client’s decisions.
In addition to these conversations, you may be keeping track of market developments. By following several professional media outlets for example.
Did you know, Gen AI can help you discover relevant media<\/a>?
On top of that, you can also track what people at your client say on LinkedIn.
Set a simple search query and never miss another update from people who work at your client.
In this example<\/a>, you can see all posts from people who work at the European Commission. Simply change that to your client and you’re set.
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When you understand what’s going on at your client and in their industry, you can be proactive and bring up possible solutions for the challenges that are coming their way.
Even beyond the scope of what you’re currently working on.
Again, Gen AI can help you. This time to uncover the challenges and pain points<\/a> people at your client are possibly dealing with.
Now, the results may be a bit generic and far from perfect. However, that shouldn’t stop you from having a conversation about them and learn if they make sense.
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Simply said: do as you promise and only make promises you can actually keep.
Make sure the expectations you set are clear. Be honest about timelines, risks, and challenges. Provide regular updates on progress. And always follow up on commitments.
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When you’re hired as an adviser, you may feel like you should be the person that has all the answers.
Of course, you never can be. It’s a false assumption.
And not only that. It also results in skewed relationships, in which your (perceived) role prevents you from connecting on a personal level.
Instead, practice small talk. Learn about personal interests, hobbies, and family situations.
Remember these. Or, store them in a CRM system. So you can build that mutual trust that is needed to work effectively.
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Obviously, you should also be able to walk the talk. Be good at what you’re good at. Deliver high-quality work.
And, should an issue arise, address it quickly and deal with it hands on.
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Don’t keep your knowledge to yourself. Share what you know, if you think it may help your client.
Also, connect them to people in your network when beneficial.
For this, you shouldn’t require an immediate financial reward. A stronger relationship and increased trust are much bigger gains.
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Regularly ask the people you’re working with for feedback on how to improve the relationship and your collaboration.
Listen to what they have to say. Be open to constructive feedback. And act on what they suggest. So, they will know that their opinions matter and lead to improvement.<\/li>\n<\/ol>\n\n\n\n
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