This document provides an agenda and objectives for a two-day session on client engagement. Day 1 will focus on understanding the rationale for building client relationships, communication challenges, and a model for client engagement. Participants will identify potential clients and services. Day 2 will cover preparing for client meetings, understanding the client's perspective, developing a plan of action, and follow up. The objectives are for participants to improve relationships with clients, understand client needs, and increase effectiveness in client communication and engagement.

1. IOT – Institute for Ocean Technology
Welcome
A Session on
Client Engagement
Facilitated by: Joe Stelliga

2. Client Engagement
Agenda
Day 2
Day 1
8:30 Welcome Back- Review
8:30 Agenda/ Objectives
PLAN - Step 3 - Preparing for the Client Meeting
introductions
MEET- Step 4 - Exploration
Logistics
Understanding the client’s world – IRAP TA’s
Ground rules
MEET - Step 5 - Commitment
Parking lot.
SUPPORT - Step 6 - Follow up
Understanding of NRC rationale for building
relationships with clients – Mary Williams Developing a Plan of Action
Understanding “Self” in marketing and networking
LUNCH
Communications Challenges Next Steps
Client Collaboration Model Evaluations
2:30 Close
LUNCH
PLAN - Step 1 - Clients
PLAN - Step 2 - Services
PLAN - Step 3 - Preparing for the Client Meeting
4:00 Close

3. Client Engagement
Objectives
The objectives of this session are that participants will:
More clearly understand the NRC rationale for building relationships with clients that are beneficial to both

parties in order to more effectively transfer ocean technologies to these clients.
More clearly understand their client’s world and the realities and challenges facing their clients.

Develop a better understanding of how the participant’s personalities may impact on their attitude towards

marketing and networking and develop strategies to decrease reticence towards marketing and networking.
Develop a better understanding of the concepts of client Engagement: for instance, identifying clients to

approach, making the initial connection, developing and maximizing networking strategies and opportunities.
Increase the ability to identify the needs of potential client’s, tailor an approach to accommodate these needs and

encourage discussions about future work.
Develop an increased effectiveness in communicating with clients during networking opportunities. This includes

knowing how to ask open-ended questions and listening more effectively to the responses. The objective is to become
more comfortable in conversing with clients.
Develop a plan of action (W,W,W,W,W,H).

Develop clarity on what the organization can and cannot do in its relationships with clients.

Have fun and enjoy the two days.


4. Client Engagement
Introductions
• Name
• Title/Responsibility
• Something you don’t know about me is….
• This session will be worthwhile to me if…..

5. Client Engagement
Ground Rules
 If somebody is talking everyone else is
listening
 Every idea is worthy of consideration


6. NRC rationale for building
relationships with clients
Mary Williams
Director General
NRC Institute for Ocean Technology
Followed by Q&A

7. Break

8. A Model for Client Engagement
2. Identify
1. Identify Plan
Product(s) /
Client(s)
Service(s)
Support
3. Preparing
6. Follow Up for the
Client Meeting
5. Commitment 4. Exploration
Meet with Client

9. 1. Identify Clients
List possible clients

 Develop success criteria
 Prioritize in terms of success possibilities

10. 2. Identify Our Products/Services
Considering prioritized list of clients

identify Products and Services
 Develop criteria
 Prioritize in terms of success possibilities

11. 3. Preparing for the Client Meeting
“Begin with the end in Mind” - What would

a successful meeting look like
 Develop an approach – purpose, WIIFT
 Develop logistics – who, when, where
 Develop questions – needs analysis

12. 4. Exploration
Opening - Overview

 Ask questions (prepared questionnaire)
Active listening

Asking the Right Questions

Confirm client needs

 Present Benefits that meet their needs

13. 5. Commitment
Always get a commitment

Next meeting, make a network connection, agree on a

future communication, delivery of folow up
information…
Deliver what you promise
and
don’t promise what you can’t deliver!

14. 6. Follow Up
Summarize key points (commitments) by

email
 Deliver on agreed actions
 Identify opportunities to meet additional
client needs

15. What Does Success Look like?
Small groups discussion (10 min.):

Given the NRC business plan objectives, Mary’s comments, etc.
what does success look like in client engagement? For organization? For you?
Identify scribe AND spokesperson for group

Possible brainstorm areas:
Relationships with clients

Work being done

Outcomes

Personal capabilities, organization capabilities

Small groups report back (max. 5 min each)


16. How does who I am
impact my
client engagement?
Two Dimensions:
Where I get my energy
How I take in information or perceive things

17. Where do I get my Energy?
Extraversion: Introversion:
Extraversion Introversion
The natural focus of Extraversion The natural focus of Introversion
~ the external world. ~ the internal world.
Complete the quiz
on page 1 of the
Handout
Barger and Kirby, Challenge of Changes in Organizations, 1995.

18. Major Differences Between:
Extraversion and Introversion
Those Preferring Introversion
Those Preferring Extraversion
 Direct energy and attention
 Direct energy and attention
most naturally and most often
most often and most naturally
to the external world. to their internal world of facts,
ideas, thoughts, feeling and
Notice what is going on around memories.

them.  Notice what is going on inside,
may not notice or give external
Get ideas and energy from

clues.
their interactions with people
 Get ideas and energy from
and their external environment.
their internal processing.
Are stimulated by the external
  Are energized by time alone
world and by activity. and reflection.
Barger and Kirby, Challenge of Changes in Organizations, 1995.

19. Extraversion and Introversion

20. Extraversion and Introversion

21. Extraversion and Introversion

22. Extraversion and Introversion

23. Extraversion and Introversion
10 min - Pairs discussion

– so what?
Both partners share:
- benefits and draw backs of each in
communication and client engagement
- What is your personal strength in this
dimension as well is something you will
work on doing differently

24. Sensing and Intuition
How do I take in Information?
Sensing Intuition
Sensor:
Scans back through stored
data to find relevant
experience and applies it to
new ideas.
Complete the quizIntuitive:
Scans ahead to the
on page 2 of the possibilities and generates
more new ideas.
Handout
Barger and Kirby, Challenge of Changes in Organizations, 1995.

25. Sensing and Intuition
Major Differences Between:
Sensing and Intuition
Those Preferring Sensing Those Preferring Intuition
 Notice what is actual and  Notice specifics but move very
present - information taken in quickly to connecting them to
by the senses of sight, other information to see
hearing, smell, touch, taste. patterns.
 Trust & give weight to facts  Trust and give weight to the
and practical, realistic data. patterns they see, their
associations to others’ ideas.
 Accept generalizations only
after they have enough  Readily generalize from sparse
concrete evidence. actual data.
 Have a mass of accumulated  Test new information by
data from their experience that whether it fits (connects) with
they use to test new their intuitive patterns.
information.
Barger and Kirby, Challenge of Changes in Organizations, 1995.

26. Sensing and Intuition

27. Sensing and Intuition

28. Sensing and Intuition

29. Sensing and Intuition

30. Sensing and Intuition
10 min - Pairs discussion

– so what?
Both partners share:
- benefits and draw backs of each in
communication and client engagement
- What is your personal strength in this
dimension as well is something you will
work on doing differently

31. Communicating with Clients
Things to Consider

32. Trust – Fundamental to
Successful Client Engagement
Client Engagement
TRUST
Competency Consistency Character Courage
Communication

33. Communication Model
Sender Message Receiver
%$%&
+%#$* +%#$*
*%# **#$ *%#
#%@*& #%@*&
Medium
Barriers to Communication
Feedback

34. Non-verbal’s
Reading between the lines
7% What is Said

38% Tone

55% Body Language


35. Active Listening
Pay attention.
Give the speaker your undivided attention and acknowledge the
message. Recognize that what is not said also speaks loudly.
 Put aside distracting thoughts. Don’t mentally prepare a rebuttal!
 Avoid being distracted by environmental factors.
 “Listen” to the speaker’s body language.
 Refrain from side conversations when listening in a group setting.
Show that you are listening.
Use your own body language and gestures to convey your attention.
 Nod occasionally.
 Smile and use other facial expressions.
 Note your posture and make sure it is open and inviting.
 Encourage the speaker to continue with small verbal comments like yes, and uh
huh.

36. Active Listening
Provide feedback
Our personal filters, assumptions, judgments, and beliefs can distort what we hear. As a
listener, your role is to
understand what is being said. This may require you to reflect what is being said and ask
questions.
Reflect what has been said by paraphrasing. “What I’m hearing is…” and “Sounds like you are

saying…” are great ways to reflect back.
Ask questions to clarify certain points. “What do you mean when you say…” “Is this what you

mean?”
Summarize the speaker’s comments periodically.

Defer judgment
Interrupting is a waste of time. It frustrates the speaker and limits full understanding of the
message.
Allow the speaker to finish.

Don’t interrupt with counterarguments.

Respond Appropriately.
Active listening is a model for respect and understanding. You are gaining information
and perspective. You add nothing by attacking the speaker or putting him or her down.
Be candid, open, and honest in your response.

Assert your opinions respectfully.

Treat the other person as he or she would want to be treated.


37. Active Listening
Paraphrasing
Restating a message, but usually with fewer words. Where possible

try and get more to the point.
Clarifying
Process of bringing vague material into sharper focus.

Perception checking
Request for verification of your perceptions.

Summarizing
Pulling together, organizing, and integrating the major aspects of your

dialogue. Pay attention to various themes and emotional overtones.
Put key ideas and feelings into broad statements. Do not add new
ideas.
Empathy
Reflection of content and feelings


38. Dialogue vs. Debate
Good client exploration flows from questioning and storytelling. It is the result of:
• wondering –
 wonder why he believes that.
 wonder how he came to see this issue differently from me.
 wonder when and where she made that discovery.
• remembering –
 remember that I didn’t always know what I know now.
 remember that it wasn’t always like this.
 remember how it was before.
• taking risks –
 I’m ready to state what I know and feel.
 I’m open to another perspective.
 I’d like to try looking at it or doing it another way.
From: YMCA Europe Festival 2008: Leading a Conversation on Mission with Canadian Participants.
Copyright 2008 by YMCA Canada.

39. One way to understand the nature of dialogue is to contrast it to
debate:
Debate Dialogue
Assuming that there is a right answer Assuming that others have pieces of the
(and that you have it) answer and that together you can
craft a solution
Combative: attempting to prove the Collaborative: attempting to find
other side wrong common understanding
About winning About exploring common ground
Listening to find the flaws and make Listening to understand and find a basis
counter-arguments for agreement
Defending assumptions as valid Presenting assumptions for re-
evaluation
Critiquing the other side’s position Re-examining all positions
Defending one’s own views against Admitting that someone else’s thinking
those of others can improve one’s own
Searching for weakness and flaws in the Searching for strengths and value in the
other position other position
Seeking a conclusion or vote that Discovering new options, not seeking
ratifies your position closure

40. WAIT
Why Am I Talking?

41. Relationship vs. Outcome
Relationship
x
x
x
Outcome

42. In Pairs – 15 min
 What are your strengths, challenges and
strategies for change
Large Group Discussion


43. Lunch

44. A Model for Client Engagement
2. Identify
1. Identify Plan
Product(s) /
Client(s)
Service(s)
Support
3. Preparing
6. Follow Up for the
Client Meeting
5. Commitment 4. Exploration
Meet with Client

45. PLAN – STEP 1 - Identify the Clients
“Clients” Overview
Noel Murphy

46. Brainstorm
and
Prioritize Clients

47. Break

48. PLAN – STEP 2 - Identify the Products or Services
What Products/Services could we
offer?
15 min - Table Groups - Considering the clients in
quadrant A or B - what products/services could
we spend energy on trying to sell?
10 min - Brainstorm a list
10 min - Prioritize/Flip chart
- by Likelihood of Success vs Effort/$
Present back to large group

49. PLAN – STEP 3 - Preparing for the Client Meeting
“Seek first to understand
then to be Understood”

50. Needs tell,
Benefits sell

51. PLAN – STEP 3 - Preparing for the Client Meeting
The “Jo-Hari Window”
Known to self Not known to self
F
E
E
Known to D
OPEN BLIND
B
others A
C
K
DISCLOSURE
Not HIDDEN UNKNOWN
known to
others

52. IOT – Institute for Ocean Technology
Welcome Back
Day 2
`
A Session on
Client Engagement

53. A Model for Client Engagement
2. Identify
1. Identify Plan
Product(s) /
Client(s)
Service(s)
Support
3. Preparing
6. Follow Up for the
Client Meeting
5. Commitment 4. Exploration
Meet with Client

54. PLAN – STEP 3 - Preparing for the Client Meeting
Needs Analysis Process
A conversation with a client has several phases.
Exploration: An exploration of all of the relevant background issues; needs

that must be met, efforts to resolve, people and technology involved,
demands, constraints, etc.
Facts: What happened/ is happening – what, where, when, who, how?

Concerns: What is the client concerned about? What does the client need?

Motivation: How motivated is the client to start doing something? To get their

needs met?
 Commitment: What is the client committed to doing? What is the client lacking
the commitment to do?
Action: What action is the client willing to take to move forward?

What specific steps are necessary?

By when?

Who else will be involved?

What are the barriers?

How will you overcome those barriers?

Results: Based on the plan for action what results does the client envision

achieving?

55. Types of Questions
10 min - Question types Split in groups

 define
 use and example that applies to this group
Question Types

Open/Closed

Funnel

Probing

Leading

Rhetorical


56. PLAN – STEP 3 - Preparing for the Client Meeting
Developing Questions for the Client
15 min - Small groups - develop questions
- consider question types
Process - brainstorm questions – Column 2
- number questions – Column 1
- re write questions in order
5 Min - share your questions with other group for
their comments/observations

57. Break

58. MEET – STEP 4 - Exploration
Understanding the Client’s World
Welcome IRAP TA’s
Questions and Answers

59. MEET – STEP 5 - Commitment
Commitment
Agree on Actions and Timing

Identifying next step(s)

Always get a commitment

 Nextmeeting, network connection, future
communication/meeting….
Deliver what you promise
and
don’t promise what you can’t deliver.

60. PLAN – STEP 3 - Commitment
Commitment
Top Ten list of Things You Cannot Do
– Kiera and Noel
 Q&A

61. SUPPORT – STEP 6 – Follow-up
Follow-Up
 delivering what you promised
 getting back to the client on actions, delegating or passing on
 servicing the relationship
 measuring and/or evaluating service level(s)
What are the process elements that need consideration if
you are to follow up and support your client’s appropriately?
Personal – next steps, reporting….
Client -
Organization -

62. Developing a Plan of Action
30 min - to finalize an action plan based on discussions
Share plans through table rotation – one person stays back other table(s) rotate

63. Lunch

64. Going Forward
30 min Group discussion
- what needs to happen to ensure we are successful in moving to client
collaboration
- what are the obstacles to being successful; how can we individually
and collectively overcome these obstacles?
15 min Report Out by table group

65. IOT – Institute for Ocean Technology
Thank You
for YOUR Participation!
A Session on
Client Engagement