The Four Conversations
The Qualifying Conversation frameworks consist of: 1. The qualifying questions we ask 2. An organizing framework for those questions 3. A decision matrix for determining the fit and the next step
Blair Enns, Bryn Mooth, • The Four Conversations
We often find that if we can get all stakeholders to invest a few minutes to complete our initial needs assessment, and then agree to a short meeting to discuss the results, we can facilitate an agreement and direction that’s hard to achieve without an outside facilitator.”
Blair Enns, Bryn Mooth, • The Four Conversations
Needs assessments are brief questionnaires of 8 to 15 questions, typically, the goal of which is to get the client’s assessment of their own situation. Needs assessments are particularly useful when trying to corral multiple decision makers in an early-stage opportunity. It’s not uncommon for us to find ourselves talking to one decision maker who
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“It sounds like you’re in the early stages of trying to get your arms around this problem and decide if and how you would take action on it. If I may, I’d like to suggest a next step that you might find to be a valuable exercise for organizing your thoughts on the challenge. It’s a simple needs assessment that poses a few important questions. You
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An agency with a codified model can make the case that their outcomes are derived not from unpredictable moments of creative genius but from a tried and tested methodology that requires specific investments of time, attention and money from the client. They can use such a model to take control of the sale and prompt the client to see the folly of
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Middle managers and employees tend to be more focused on following a process than on value creation.
Blair Enns, Bryn Mooth, • The Four Conversations
It is not unusual for some experts to have hybrid Qualifying and Value Conversations fairly routinely. This is more likely in relationships where there is seldom more than one decision maker.
Blair Enns, Bryn Mooth, • The Four Conversations
Phased engagements, opt-out clauses and guarantees are just a few of the many ways that we might address the client’s need to reduce risk without immediately qualifying them out because of a process standoff.
Blair Enns, Bryn Mooth, • The Four Conversations
A third way is not necessarily a splitting of the difference or a compromise. Rather it is a creative approach to thinking about the problem differently. Saying no is easy and empowering, but at times it can be intellectually lazy.