Leading as a trusted advisor
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This document discusses shifting from being perceived as a compliance expert to being seen as a trusted advisor. It notes that being a trusted advisor requires higher levels of systems and people thinking compared to technical competence alone. It presents a trust model where trust is built on credibility, reliability, intimacy, and understanding another's motives. The document advocates engaging, listening, framing issues, envisioning solutions, and committing to actions to develop trust over five stages from a business contact to a strategic partner and collaborator. It emphasizes developing curiosity alongside intelligence to build understanding and relationships.
Leading as a trusted advisor
- 1. Shift from Expert to Trusted Advisor By Gan Min Choo
- 2. Are your team perceived as a Trusted Advisor ? Capable but Poorly Aligned Compliance Function Trusted Advisor Engaged but No Strategic TechnicalCapacity Relationship Capacity D. Goleman, Emotional Intelligence: Why It Can Matter More Than IQ (Bantam Books, 1995)  Requires higher levels of ‘Systems and People’ thinking  EQ is 2x as important as technical competence*
- 3. Trust Model Where: T = Trustworthiness C = WORDs ( I can trust what he/she says about…) R = ACTIONS ( I trust him/her to..) I = EMOTIONs ( I feel comfortable discussing …) S = MOTIVES ( I trust he/she cares about…) Trust (T)= (Credibility(C ) + Reliability ( R) + Intimacy(I)) Self-orientation (S) Engage Listen Frame Envision Commit 5 stages of trust development
- 4. Shift that we want to create… Business Contact (Case assigned & Escalation) Content Expert ( NPIs/NSI/SMEs) Trusted Advisor Strategic discussion Partner Collaborative Innovation Depth of Relationship Breadthofbusinesstopics
- 5. Inside the Bags curiosity-is-as-important-as-intelligence Developing Curiosity Overloaded Curiosity Is as Important as Intelligence Master of Artful Bragging