In many expertise-based businesses, the quality of clients should be prioritized over the quantity. More clients is not necessarily better; continuous growth in the size of the client roster is not necessarily the goal.

We had moved from just another vendor with little power, to the expert with the power to affect how our services would be bought and sold, how the engagement would be structured and how much we might charge.

If we want to be acknowledged as the expert and paid for our expertise then we must occupy the expert role in the relationship from the beginning, in the sale itself.

People are not always forthcoming about the authority they do not have; therefore, this quadrant is where we are most likely to miss vital information.

A MODEL IS A WAY OF MAKING SENSE OF THE WORLD.

THE PROBATIVE CONVERSATION is vastly different from the other three conversations. It takes place without us present, through the intermediaries of our thought leadership and referrers.

“Does anyone need to approve your decision once you’ve made it?” Let’s not forget external advisors. “Are any outside consultants involved?” If we know or suspect procurement will be involved, we should ask directly, “What is the role of your procurement department?”

These engagements truly are win-win. So let’s quit behaving as though there is only one winner and one prize. We too are the prize to be won here. And so without arrogance or overplaying the idea, let’s take a minute to recognize that our expertise is a deep source of value creation and that if we end up doing business with this client they will

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