practical. dynamic. interactive. the PDI difference.

Session Objectives Business Card? By the end of this session you will… Raffling Two Books  Be able to differentiate the importance of relationship management from project management  Have four powerful tools & concepts for strengthening your consulting relationships  Have next steps for those who want to learn more

The Art of Facilitative Relationship Management (Adapted from The Facilitative Consultant for the United Way)

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The Facilitative Consultant 

Michael’s story

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3-day course

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40 key concepts

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Take consulting assignment from defining need and proposing through data gathering and recommendations

Relationship Management Relationship – a connection or sustained involvement with a person or group of people

Define Prepare the Need to Execute 1

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Review and Execute the Assess Project

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Management – the act of directing or controlling the use of; the process of succeeding in accomplishing one’s purpose

Relationship Management The process of establishing and accomplishing goals related to a sustained involvement with a person or group of people. 3

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Relationship vs. Project Mgmt 1. Scope of Objectives What is your bottom line objective?

2. Focus of Activities

Relationship Management

Completed Project

Satisfied Volunteer

Track Progress Understand Needs Status Updates Respond

Key things you do to achieve your objectives

3. Limits of Authority What determines the authority you have?

4. Measure of Success How do you measure success?

Project Management

The 4 Key UW Relationships

Project Charter

Ability to Influence

On-time On-budget

Deepening Relationship

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

Board Chair

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Key CEOs

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Agency Executives

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Senior Management Team

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III. Relationship Mgmt Stages  Establishing  Gaining

Establishing/Assessing Goals

/ Assessing Goals

the Person’s Confidence

 Maintaining

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Gain agreement from John Smith to serve as campaign chair

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Improve the relationship with XYZ agency as evidenced by them agreeing to speak only positively about our organization



Develop partnership with the Mayor’s office on addressing homelessness

the Person’s

Confidence  Recovering

from Mistakes

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Why are relationship management goals important? What are three key characteristics of relationship management goals? Activity

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Person

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Evidence

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Gaining the Client’s Confidence

The Scenario: Make My Day! 

You receive a call from the chief executive of another United Way.



Early in the relationship building stage, people are typically focused on one issue:

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Can I trust you?

“I think I’m about to make your day. I just learned that Bill Gibson from XYZ Global Corporation has been transferred to your city. Bill was targeted two years ago as a rising star in his company and began working with us to gain greater visibility in the community. Most recently, he has served as co-chair of our early childhood learning initiative. This guy is bright, a real go-getter, and believes strongly in giving back to the community. Given his involvement these last two years, I had been positioning him as a potential campaign vice-chair when he received his next promotion. Unfortunately this promotion to executive vice president has moved him out of our city.

I don’t care how much you know until I know how much you care

But our loss is your gain. You will want to get this guy engaged right away before some other non-profit does. If you want, I can email him a message that he can expect to hear from you in the next week or two.”



What might be an appropriate relationship management goal for your relationship with Bill Gibson? Duplication prohibited without prior written consent of Leadership Strategies, Inc. Copyright 2015 Leadership Strategies, Inc. 1-02

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Why do you trust someone? 

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The Five Cs of Trust When someone says, “I trust you,” it means I believe…

Think about someone whom you trust. It might be someone in your personal or professional life. Why do you trust that person? What is it about that person that lets you know you can trust him or her? Why do you trust that person? Duplication prohibited without prior written consent of Leadership Strategies, Inc. Copyright 2015 Leadership Strategies, Inc. 1-02

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Competence – You have the necessary skills and experience

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Communication – We truly hear and understand each other

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Commitment – You are committed to our success

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Commitment

Caring Character

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Caring – You have my interest at heart

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Character – You are honest and ethical

The deeper in the triangle The more difficult to address!

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The Five Cs of Trust

Holding a Trust Discussion

What are the behaviors that tell you one of the Cs is missing? 

Competence:

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Communication:

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Commitment:

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Caring:

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Character:

1. Introduce the 5 Cs 2. Express Desire for Trust 3. Acknowledge Current Situation 4. Describe Approach to Build Trust

Commitment

Caring

5. Ask for Feedback

Character

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6. Confirm Agreement

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7. Ensure Monitoring

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Recovering From Mistakes 

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Recovering From Mistakes

You arrive late for a meeting with the person’s boss that the person arranged specifically at your request. You promised a staff resource would be available to help the person with an intense meeting, but the staff person didn’t show up because you forgot to send the email request.

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With any relationship, mistakes will happen

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A mistake can hurt your credibility and confidence, but how you recover makes all the difference for the relationship

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Specific actions will vary by circumstance

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Key principles to keep in mind: Grovel! _______________________ Explain _______________________ _______________________ Offer recompense Duplication prohibited without prior written consent of Leadership Strategies, Inc. Copyright 2015 Leadership Strategies, Inc. 1-02

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Why?

Example of Building Commitment One Way

A Different Way

A car manufacturer brings in customers for a focus group. They then design and build a car, test it with the focus group, make adjustments based on the input, and roll the car out for purchase with television advertising. They hope enough people buy the car.

A car manufacturer goes to a town and recruits community members for a team. The team works with the manufacturer to design a car specifically for the community. When the car is finished, the team members themselves tell people about the car they built.

ED = RD x CD Effective Decision

Which way will produce more car sales in that community? Duplication prohibited without prior written consent of Leadership Strategies, Inc. Copyright 2001 Leadership Strategies, Inc. 1-02

The Scenario

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Understanding Client Objectives



The Project Sponsor Interview

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SSRing Problem Statements

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Funneling Evaluation Statements

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Keys to Effective Note Taking

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Commitment to Decision

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IV. Defining the Need 

Right Decision

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The Scenario 

A call from your CEO:

What are the questions you would ask?

“I’d like for you to meet with me and the head of resource development next Tuesday at 10:00.

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The head of resource development feels that our existing pay scales are not allowing him to hire the top talent we need. I’ve heard complaints from other areas as well and I’m thinking it may be time to revisit our entire pay structure. After the meeting I would like to get a proposal from you on steps to take to determine if we have a problem, and if so what we should do about it.”

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The Project Sponsor Interview

Understanding Client Objectives 

Our relationships with clients can be strained because we don’t understand, or misunderstand their critical objectives



 Current

Clients don’t always, or can’t always, tell us what their objectives are

Situation  Problems

& Implications

The key tool for understanding client objectives: Asking the right questions!

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S/U Current Situation Problems & Implications Benefits

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Process  Constraints

&

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The Project Sponsor Interview U

S/U Current Situation Problems & Implications Benefits

Which question types tend to dominate successful interviews? What about unsuccessful interviews?

 Decision

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S/U Solution Process Decision Process Constraints & Barriers

Process

Barriers

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The Project Sponsor Interview S/U

 Benefits

 Solution

U

Solution Process Decision Process Constraints & Barriers

Which question types tend to dominate successful interviews? What about unsuccessful interviews?

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The Project Sponsor Interview S/U

U

S/U

S

Current Situation Problems & Implications

S

Benefits

U

Funneling Evaluation Statements 

Solution Process Decision Process Constraints & Barriers

When you hear an evaluation statement, probe for observations to identify the underlying value, and then play it back to validate your understanding

observations

Evaluation

playback value

Which question types tend to dominate successful interviews? What about unsuccessful interviews?

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Funneling Role Play

Done! Key Session Concepts 1. Model for managing

Volunteer: On the last task force, the lead staff member wasn’t very good.

13. Defining need questions 28. Communications plan 14. Effective note taking 29. The 3 reasons people

effective relationships

2. Relationship mgmt. stages 15. The Drivers Model 3. Three characteristics 16. Problems and

UW Exec: Really? What was it that he did or didn’t do that made him not that good? (observations)

of a rel. mgmt. goal

5. Holding a trust

conversation 6. Recovering from mistakes 7. Identifying the style of 8. Adapting to others’ style 9. Recognizing signs you

are miscommunicating

34. Data gathering

20. Scope triangle

35. The 4 reasons people

22. Task list 23. Deliverables list 24. Risk assessment

change 36. Managing change

resistance 37. Managing issues

25. Performance objectives 38. Recommendations 39. Celebrating victories 26. Project team norms

10. ED = RD times CD 11. SSRing problems 12. Funneling evaluations 27

19. Proposing with client

21. Business diagram

others

UW Exec: Writes note to himself: The volunteer values organization. Communicate plan from start.

disagree 30. Delineation

solution processes 31. Strengths/Weaknesses 17. Sample work processes 32. Merge 18. Proposal types 33. Converge

4. Five Cs of trust

Volunteer: He didn’t have a methodology or documented approach. He never came to a meeting with an agenda. He just seemed to wing it. I got frustrated and didn’t return after the third meeting.

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27. Project initiation memo

40. Rel. mgmt. checklist

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Next Steps - www.leadstrat.com If you would like to learn more: Public and Private Classes The Effective Facilitator The Facilitative Consultant

Next Steps - www.leadstrat.com If you would like to learn more: Business Card to Receive 3 Articles

 Establishing Project Objectives: The PBS Approach  Avoiding the Expectations Gap  The Funneling Technique

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