Comment pouvez-vous établir une relation avec un client qui a une aversion pour le risque ?

Totally agree! Developing a good interaction with clients is essential to building a solid foundation. We may adjust our strategy to meet their unique demands and show that we genuinely care about their achievement by taking the time to learn about their viewpoints and objectives. The relationship is strengthened and trust is promoted by this transparent and cooperative approach, which produces more fruitful and efficient results.

Sometimes less is more and in such situations where you know there are opportunities but the client is risk-averse you need to pivot to your core strengths. Listen and understand their position and support their vision with your analysis. However, also make sure to voice out the opportunities that you feel will add value to them and provide data-based analysis for them to consider. Maybe they consider, maybe not. But overall, you have proved your mettle by being a thought leader and have added tremendous value to the relationship.

What may seem risk-averse to some might be completely logical to the individual in question. This does come down to understanding - leaders are often spinning multiple plates at once, and often we look at the "solution" from only a narrow angle. Knowing exactly what your client is worried about and the situations they are actively trying to avoid helps you understand where the solution fits in (or not!). The best rapport comes from this understanding and empathy - you may be able to answer the question "how can I help" - but can you answer "how can I help this client in their own specific situation?" This requires much more nuance, listening and understanding.

My approach to building rapport with a risk-averse client centers on empathy and trust. I actively listen to their concerns, thoroughly understand their risk tolerance, and provide well-researched, conservative options that prioritize stability and security. I also share success stories from similar clients who achieved their goals while minimizing risks. Transparency, clear communication, and patient guidance are key elements in establishing a strong client-advisor relationship built on trust and mutual respect.

In my toughest - but most favourite - project at McKinsey, I was tasked to work with a CXO who was really smart, and suspicious of consultants. He was relatively new in that organisation, so wanted to make progress without any risk. Here's a simple communication framework that I used here: ✅ Weekly standup-style meetings to align on high level progress ✅ Upfront communication whenever we spoke to his international counterparts ✅ In-person meetings in his city ✅ Bringing in his top executives into the project, and baking in their inputs on the project ✅ Socialising the answer with his organisation before we took it to the CEO Simple, clear and frequent communication was key here. In fact, he became our biggest supporter within a month!

In my experience sharing real life examples of successful transactions that were initially approached with caution helps to put stakeholders at ease. Highlight the safeguards implemented and don't shy away from strategies that have not worked initially. Ideally create a tailored risk mitigation plan to install trust in your services.

Como seres humanos que somos (parece que a veces hay que recordarlo, je!) nos relacionamos mejor con otra persona cuando logramos "conectar" con cuestiones en común. Ello colabora a bajar las barreras y a propiciar otro nivel de diálogo. Puedes pensar en temas desencadenantes como el lugar donde creciste, los hijos, la escuela, universidad, deportes, hobbies, amistades en común, etc. Busca conectar, conversen sobre experiencias en común ¡y verán el cambio en la relación con el cliente!

Studies show clients involved in the process are 2x more likely to be satisfied and 3x more likely to recommend your services. Here's how involvement wins trust: -Sense of control: Seek their input on priorities, timelines, and budgets. They'll feel heard and invested. -Collaborative solutions: Co-create action plans. When they're part of the process, they'll be more likely to buy in. -Transparency and trust: Invite them to meetings and workshops. The more they see, the less they fear the unknown. Involvement isn't just about checking boxes. It's about creating a space for genuine collaboration. This builds trust, reduces their risk perception, and paves the way for a successful partnership.

There are typically many people involved in a consulting project on the clients' side. They all need slightly different solutions tailored to suit their needs - often a difficult task to achieve! For those people who have high influence and high interest in the project, they likely need to be in the most senior project meetings where ideas are tabled and decisions are made. Where lots of staff are impacted in a change programme, we have produced tailored newsletters before which keep people informed in a collective way and give them opportunities to get involved where they most feel willing or interested!

Third Party validation works especially well for me as strategic advisor. External validation can be very persuasive at any stage of a deal process.

More than other clients, a risk averse executive or company need to have much higher trust in their consultant. One way to build such trust indirectly is to collaborate on writing an article together or speaking at a conference together. Be ready to do most of the heavy lifting, but give credit to the client as much as possible. This lets the client shine and during the collaboration you can uncover issue and opportunities to untie some knots in their mind or steer clear of previously unseen obstacles. If you do this sincerely and with high integrity you can become their favored partner. I find that this also enables me to grow professionally so it is win-win all the way around.