Client Engagement Simulation

Transcription

1 Client Engagement Simulation

2 Establishing Credibility 2

3 The Client Relationship Management Framework includes three outcomes that drive successful WBG client engagement and relationship management demonstrated ability to listen, understand, and show value Establish CREDIBILITY credibility with target client Demonstrate VALUE ability to continuously deliver positive impact Build TRUST T&C positioned as longterm partner 33

4 Client Engagement Skills Today s simulation will focus on developing skills and behaviors related to Establishing Credibility demonstrated ability to listen, understand, and show value Establish CREDIBILITY credibility with target client Demonstrate VALUE ability to continuously deliver positive impact Build TRUST position as long-term partner Spotting an Opportunity Analyzing past relationships (if former or portfolio clients) Identifying strategic development impacts (e.g., link to SCD and government and private sector priorities) Orchestrating a Meeting Managing the multiple stages of an early dialogue Determining who to bring to the first meeting Listening and Probing Probing on key indicators to gain client snapshot Identifying clients (government/private sector) needs based on what is being said and what is not being said Delivering the Value Proposition Communicating a strong, compelling, and consistent over-arching narrative about WBG Sharing relevant personal experiences Identifying and leveraging the appropriate staff with relevant expertise when proposing the team 4

5 Spotting an Opportunity The following checklist of questions will help to identify, determine the value of, and capitalize on opportunities to solve client issues. Past Relationships Have other WBG teams worked with this client previously? What other WBG projects are occurring in the country? What is this client s opinion of the WBG? Likelihood of Conversion Is there alignment between WBG capabilities and the issue being faced by the client(s)? What is the overall competitive context? Are other development banks, organizations, or private firms working in this space? Is the client ready to move forward? Is there a sense of urgency? Strategic Value for the WBG Does the project opportunity align with the current Systematic Country Diagnostic (SCD) and Country Partnership Framework (CPF)? Is there potential alignment with private sector priorities and partnerships? Does this project capitalize on the WBG s comparative advantage in achieving the development results? 5

6 Orchestrating a Meeting Properly preparing for your first client interaction is a critical step required to establish credibility. Meeting Orchestration Best Practices Complete due diligence on past and current WBG relationships with the client/country Assemble the correct team to bring to the first meeting based on client history and country/issue knowledge Define the desired outcomes of the meeting for all attendees Designate meeting roles for each team member to ensure all desired outcomes are accomplished Utilize the 10/80/10 meeting rule: Spend the first 10% of time building rapport Use the middle 80% discussing content Determine next steps and task ownership in the last 10% 6

7 Listening and Probing The following guidelines for listening and probing during meetings will ensure that the client feels heard and that you leave with the information you need to deliver value. Managing Early Stage Conversations Get yourself out of the way bring a sense of service ; initial meetings are about the client s needs and wants, not your needs and wants Know what questions you want to ask ensure that you leave with the necessary information that comprises a good snapshot of the client s issue Take accurate, informative notes record important details and client perspectives to enable clarity in later discussions Add value by creating structure organize client thoughts into revealing categories to validate initial understanding of the issues Restate accurately and succinctly invite clients to clarify as you recount information back to them to ensure you leave with the correct information Draw out insightful connections make connections between the client s thoughts to deepen your credibility and value to the client Create an overarching, compelling story begin to tell the narrative that takes the client from the current issue to a future solution 7

8 Delivering the Value Proposition In order to deliver the value proposition, the team should communicate a strong, compelling, and consistent narrative about the WBG and share relevant personal experiences. Articulating the WBG s Value Proposition Share examples of past experiences to illustrate the WBG s presence and eminence in that space Tailor past experiences to client priorities and needs Convey impact of previous work on past client issues that illustrate potential solutions Identify and share key capabilities unique to the WBG to convey comparative advantage Communicate why the WBG is the best entity to solve the client s problems 8