Rapport Building and Questions
It is essential to build trust and rapport during the initial meetings.
REFER TO YOUR ACTIVITY WORKBOOK AND SOLVE ACTIVITY 3 IN THE LJ4 SECTION.
To build client trust and rapport High Growth Enterprise Coaches need to master questioning strategy. Questions play an important role during the initial meetings. In addition to providing information about the client’s problem, they help to develop the coach: client relationship.
Powerful Opening Questions
During the initial client meetings, questions are particularly important. Questions provide an opportunity to find out information, structure the meeting and to encourage the client to talk.
Here is an example of how a series of linked questions can be used to structure and manage a client meeting whilst building rapport and trust.
Example Question | This question … |
How long have you worked in this role? | Is non threatening and is designed to encourage the client to talk |
Would it help if I gave you a brief description of a couple successful projects I have worked on recently? | Gives you permission to give a two minute ‘sales pitch’, but more importantly to ask question 3 |
Perhaps you could tell me a little about your business as this will help me to understand the context for this project? | Moves the meeting forward and helps you to understand the client’s problem |
Would you mind if I made some notes – this way I won’t forget any important points? | Gives you permission to write thereby enabling you to demonstrate to the client that what they are saying is important |
I would really like to understand the background to the problem, so would it be possible to talk me through it? | Helps to move the client into providing a more detailed explanation of the problem |
What impact does this problem have on performance/you/your team? | Provides the basis of measurable outcomes and provides an insight into the ‘pain’, hassle or grief the problem is creating, which can be used when presenting the sales proposal |
What operational problems does this create? | Identifies potential symptoms and causes of the problem and potential evaluation measures |
Who else do I need to talk about this problem so I can get a full understanding of it? | Enables you to identify other stakeholders and possibly the key decision-maker who will authorise the project |
What will your role be in this project and who else will be involved? | Clarifies if this is the key person in the decision-making process |
Example Question | This question … |
What does success look like to you? | Helps to build a picture of what the client values |
How will you and your team benefit from solving this problem? | Provides insight into current tensions and clues for gaining the commitment of team members during the implementation stage |
What are your top three MUST outcomes for this project? | Helps focus the client and provides you with MUST outcomes |
Which of the areas we have discussed is your highest priority? | Confirms where the proposal and solution must focus |
What has worked for you in the past and what has changed as a result? | Helps to avoid recommending previously unsuccessful solutions |
Give me some examples of your concerns?
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Helps to develop the personal nature of the relationship |
What do your customers think about this? | Seeks to obtain other stakeholder perspectives |
What timescale and level of resources have been allocated to this problem? | Provides some idea of the budget allocated to the problem without directly asking ‘what is your budget?’ |
What needs to happen before we can move to the next stage? | Identifies potential objections to moving forward therefore giving you the chance to address them |
What would you like me to do now – prepare a draft proposal, spend some time with your team…? | Results in a positive move forward and gives you permission to develop the relationship |
I am going to write up my notes from today. Would it be helpful if I sent you a copy? | Ensures the discussion ends on a positive note because the answer is always YES! |
An effective questioning strategy should feel more like a conversation than an interrogation, with the client doing most of the talking and the High Growth Enterprise Coach doing most of the listening.
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