client engagement session

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