by Ben Paul
So you’ve got that big meeting. You’ve researched the client and you’re ready to meet them. All you need now is a nice big credential or capability statement telling them all about what you do and how great you are, right? No, wrong.
While it is tempting to have something up your sleeve for when the conversation dries up, and it may also act as a nice comfort blanket for you, the impact it may have is at best minimal. Realistically, no great meeting has ever concluded with the client saying “That’s great, now what I really need is something generic, and all about your company, so I can make my decision”
So why should you stop producing credential or capability statements?
- Too self-focused. They are inevitably all about you and your company. What you do, how great you are, how many employees you have, how many offices or even better, how you are global – wow! There is danger that you can come across as arrog [...]
by Ben Paul
Most firms I’ve worked with or for, tend to have one or two people whom others look to with amazement and respect, as those who can ‘build relationships and win work’. Typically called rainmakers, these individuals seem to have an innate gift to be able to develop and win work for themselves and the firms they work in. Often, others look to them for help and advice, but in many cases it is not always that helpful. I’ve heard phrases like “just do what I do” or “all you need to do is be proactive, go out and meet people and the work will come.”
This lack of useful or practical advice isn’t necessarily due to the rainmaker not caring, or trying to be difficult or protect the secrets of their success. It is most likely because this has become second nature to them, it is almost impossible for them to point to what it is they do, that can be taught and learnt. In many ways they are what we would term as “unconsciously competent” – that i [...]