Questions about the meaning of words : Client : “ This is a very dysfunctional organization .” You : “ What do you mean by ‘ dysfunctional ?’” Client : “ Basically , we want our relationship managers to up their game and stop playing politics .” You : “ What does ‘ playing politics ’ mean in your organization ?” Don ’ t assume you understand exactly what your client means when he or she uses certain terms !
Questions about the past : “ How and when did this start ?”
Questions about the present : “ What are you doing now to fix this ?” or “ What ’ s the one thing that could really make a difference here ?”
Questions about the future : “ If this project succeeds , what would things look like a year from now ?”
Personal questions : “ What are your own aspirations in the organization ?” “ Who have your mentors been ?” “ What parts of your current role do you wish you could spend more time on ?” Don ’ t kid yourself - every client gains some personal value from working with us .
Questions about feelings : “ How did you feel about that decision ?” Usually , we ask about thoughts - “ What do you think ?”
Asking about feelings can tap into a whole new aspect of the issue .
Use of humour : Appropriate jokes or quips , self-deprecation , “ break the ice ” humour , and so on .
Not answering : “ I don ’ t know your company well enough to answer that . I can tell you what I ’ ll be looking for , however ”; “ I don ’ t know . Let me get back to you .” Saying “ I don ’ t know ” can actually build , not erode , trust .
Questions about the question : “ Let me make sure I understand your question : Are you asking if it ’ s a good idea or if it ’ s feasible ?” Or , “ I ’ m curious about why you ’ re asking me that …” ( Note : be careful not to overuse this latter technique , which can come across as contrived or evasive if used too often or at the wrong moment ).
Questions about what is missing : “ Is there anything I haven ’ t asked about that you think is relevant to this issue ?
Letting the client answer provocative questions : You don ’ t always have to have the answer ! For example : You ’ re presenting to a group of client executives . Someone asks the question , “ So you ’ ve demonstrated that our costs are 20 % over the benchmark . I just don ’ t believe that .” You look at the person attentively , let your eyes wander to the other meeting participants , and remain silent for 3-5 seconds . Given the opening ( your silence ), another executive in the audience may very well jump in : “ Oh come on , we ’ ve known this for years . That ’ s why our operating margins are so bad .”
All of a sudden , your clients are having a healthy debate among themselves , and metaphorically you ’ re on the same side of the table . This has happened to me many , many times . I learned this technique as a young consultant when I was asked a tough question in front of the entire senior leadership team of a major corporation . As I paused - a bit longer than I wanted - to think about my answer , one of the executives jumped in and I didn ’ t have to say a word !
Try some of these techniques in your conversations with clients - or with anyone else who matters in your life . They may well help you to have deeper and more interesting discussions .
Dr . Clifford J . Ferguson is the Managing Partner of Rainmakers , and Board Member of Glad ’ s House Kenya . You can commune with him on this or related matters via email at : Drcliffordjferguson @ me . com .
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