Author, speaker and management consultant Lencioni (The Three Signs of a Miserable Job
) preaches a business model that may seem antithetical to many, which he calls "getting naked": being unafraid to show vulnerability, admit ignorance, and ask the dumb questions when dealing with clients. Lencioni's central argument is that by focusing on sales, rather than communication, consultants miss the key part of their job-consulting-and therefore lose out on valuable long-term client relationships. Presented mostly as a parable about a management consultant trying to reconcile two firms in a merger, Lencioni's latest is entertaining as well as informative, with a message that sticks (heavy-handed though it may be). Straightforward and widely applicable, Lencioni's advice should prove useful not only for business consultants, but anyone trying to build long-term client relationships. (Feb.)
, February 22, 2010)
From the Inside Flap
I'm not going to lie; Michael Casey was one of my least favorite people in the world. Even the mention of his name could put me in a moderately bad mood.
And so, if you had told me a year earlier that I would spend four solid months of my professional life learning about him and his annoying little consulting firm, I would have told you it was time for me to change careers.
But that's exactly what happened, and I've lived to tell about it.
After focusing on topics ranging from teamwork and leadership to employee engagement and meetings, acclaimed management expert, consultant, speaker, and New York Times best-selling author Patrick Lencioni has finally turned his attention toward his own craftconsulting and client service. Tapping into the simple but powerful model that his firm, The Table Group, has been built on for more than a dozen years, Lencioni presents what may be his most engaging, humorous book yet.
Getting Naked tells the remarkable story of a management consultant who is trying desperately to merge two firms with very different approaches to serving clients. One relies on vulnerability and complete transparency; the other focuses on proving its competence and protecting its reputation for intellectual prowess. In the process of managing the merger, the consultant is forced to learn life-changing lessons that prove to be as relevant as they are painful.
As he does in his other books, Lencioni provides readers with concepts that are accessible and compelling. Here, he explains the three fears that provoke service providerswhether they are internal consultants, sales people, financial advisors, or anyone else serving long-term clientsto unknowingly sabotage their ability to build trust and loyalty. And, as always, Lencioni provides a practical approach for overcoming those fears.