 |
The process of dealing with resistance helps the client move from a position of helplessness, alienation, and confusion to one of choice, engagement, and clarity.
|
144 |
 |
The more aggressive the client is, the more intense are the concerns and the more the client needs support.
|
147 |
 |
A client’s behavior is not a reflection on you.
|
155 |
 |
…sustainable improvement comes when clients internalize what is new, make it their own, participate fully in the improvement effort, and build their own capacity.
|
161 |
 |
If we give clients precisely what they ask for, we run the risk of not having served them well.
|
162 |
 |
If you want to be of unique value to your client, then you have to take the risk of offering unique information.
|
210 |
 |
Trusting yourself to focus on what you feel is important may be the most valuable thing you have to offer the client.
|
217 |
 |
…we need to build elements of surprise, discovery, and not knowing into our interaction with clients.
|
302 |
 |
The consultant is as much a learner as any client.
|
315 |
 |
Organizations that do survive have to succeed in pleasing some combination of investors, clients, or the world at large.
|
64 |
