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Tom McMakin. Never Say Sell
Table of Contents
Guide
Pages
NEVER SAY SELL. How the World's Best Consulting and Professional Services Firms Expand Client Relationships
Foreword
Why We Never Say Sell
CHAPTER 1 From Foothold to Footprint
The Question
Expert Services Are Different
Growing Your Work: How Hard Can It Be?
Do You Sell Pies?
The Promise of Never Say Sell
A Roadmap for the Book
A Word about Words
To Sell or Not to Sell?
CHAPTER 2 Learning to Farm
Grinders, Minders, and Finders
Next Generation Power
The Opportunity
Bloom Where You Are Planted
Farming Has a Better ROI Than Hunting
Farming Alerts You to Opportunities Early
Farming Keeps You Close
Farming Is Less Time Intensive
Farming Reduces Risk
Account Planning
CHAPTER 3 The Diamond of Opportunity
There Is No One Thomson Reuters – and No One Opportunity
Opportunity 1: MORE
What Might This Look Like for You?
What Might This Look Like for Susie?
Opportunity 2: EXPAND
What Might This Look Like for You?
What Might This Look Like for Susie?
Opportunity 3: EXTEND
What Might This Look Like for You?
What Might This Look Like for Susie?
Opportunity 4: REACH
What Might This Look Like for You?
What Might This Look Like for Susie?
Opportunity 5: EVOLVE
What Might This Look Like for You?
What Might This Look Like for Susie?
Opportunity 6: INNOVATE
What Might This Look Like for You?
What Might This Look Like for Susie?
CHAPTER 4 The Challenge of Knowing Too Much about the Wrong Thing
The Seven Elements
Mutually Exclusive and Collectively Exhaustive
Any Step Can Be the First
How Do the Seven Elements Apply?
Awareness
Understanding
Interest
Credibility
Trust
Ability and Readiness
The First Challenge
Note
CHAPTER 5 The Challenge of Complex Organizations
We Do That?
Who's on First?
The Stories We Tell
Winging It
Messed Up Incentives
Refer at Your Own Risk
The Second Challenge
CHAPTER 6 The Challenge of Serving Complex Networks
When Networks Kiss
Two Universes
The Myth of Referral
Secret Sauce
Perception of Risk
Vertical Silos
It's Not You, It's Them
Budget
Politics
The Buyer's Ability
Concentration Risk
The Third Challenge
CHAPTER 7 The Challenge of Introducing Your Colleagues
Introducing Other Experts
Our Client Doesn't Know if the New Person Is Any Good
You Might Not Know Your Colleague
You Have to Build Relationships Anew
Loss of Control
The Fourth Challenge
CHAPTER 8 The Challenge of Scale
Economies of Scale on the Panama Canal
Scale Advantage in the Expert Services Industry
Scale Through Technology
Scale Time on High-Dollar Work
Scale Through Buying Power
Diseconomies of Scale in the Expert Services Industry
There Is No “I” in “Team”
The Tug-of-War Guy
Scaling Trust and Credibility
Scaling Trust
Scaling Credibility
The Fifth Challenge
How We Can Help
Section 4: Farming for Knowledge
CHAPTER 9 Know Thyself
Size
Boutique Firm Opportunities
Big Firm Opportunities
Structure
Growth Strategy
Organic Growth
Mergers and Acquisitions Growth
Experienced Hires
Your Team
Your Personal Brand
Your Niche
Beware the Brand Prison
CHAPTER 10 Know Thy Client
Leverage Your “Insider” Status
Banish the Brochure
Listen Effectively
Growing Relationships Through Change Management
Understand the Political Dynamics at Play
Be Mindful of Budget Cycles
Cozy Up to Their Technology
Stay Alert on the Outside
Conduct Loss Analysis
Playing Defense
Open the Aperture
CHAPTER 11 The Secrets of Diamond Account Planning
Aligning the Stars
Expanding Your Capability Reach
CHAPTER 12 Discipline 1: Do Good Work
What You Can Control
Deconstructing “Wow”
Caution Scope Creep
How to “Wow” Clients
Metrics
The Easy Way to Not Win More Work
Key Ingredients for Doing Good Work
Strong Delivery
Proper Expectation Setting
A Killer Case Study
CHAPTER 13 Discipline 2: Be a Good Friend
Be a Good Friend to Your Colleagues
You Never Leave McKinsey
Be a Good Friend to Your Clients
Grow Your Circle of Friends
Keep Your Head Up
Be Friendly and Curious
Remember Who Your Hero Is
Brainstorm with Clients
Grab at the Hard Stuff
Take Good Notes
Making the Move from Provider to Partner
Level Up
Follow Up
Ask the Hard Questions
Stick with Your Friends
CHAPTER 14 Discipline 3: Leverage Your Team
Basking in the Warm Glow of Outgroup Homogeneity Bias
The Art of the Introduction
By Email
By Phone or Videoconference
In Person
Just Dropping By …
The Rock Star
The Boss
The Peer
The New Talent
The Pack
CHAPTER 15 Discipline 4: Incent Good Work
Expert Services Needs a Different Yardstick
Defined Commissionable Activities
Double Counting
Collaboration Credit
Top of the Funnel
Toward Better Alignment
Born versus Bred
Aligning Client and Employee Priorities: Finding the Optimal Structure
CHAPTER 16 Discipline 5: Listen
But We Are Different
Four Guidelines for Listening
CHAPTER 17 Discipline 6: Tell Great Stories
We're Made to Tell Stories
They Have Something to Say, and They Say It Clearly
Learn to Brag a Little
But Don't Be the Hero
CHAPTER 18 Discipline 7: Master the Art of the Ask
Learning the Art of the Ask
The Ask before the Ask
Nature of the Conversation
Nature of the Relationship
Nature of the Payoff
CHAPTER 19 The Power of Peers
Jumping the Stack
Following Up
A Secret PIE Ingredient: Third-Party Follow-Up
Before All
Earning the Bigger Ask
Helping Our Clients Discover Diamonds
CHAPTER 20 The Power of Routers
Digging Out the Dandelion Root
Why Sales and Marketing Fails to Serve Expert Services Firms
The Chief Listening Officer
Listening
Routers
Rescuing Value from the Tactical Slag Heap
The Double Punchline
CHAPTER 21 The Power of Technology
The Rub
Strategize How to Capture Data
The Future
BDaaS
Compensation Clarity
CHAPTER 22 The Power of Experience and Insight
Going Deep
Solving Problems
A Smaller World
Further Reading
Acknowledgments
About the Authors
Index
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