John Care Knihy

Sales and Sales Engineering leaders across the world have used the Trusted Advisor label hundreds of times over the past twenty years. Yet it really doesn’t mean that much without a lot of explanation. You may be thinking about some of these questions right now. Becoming a Trusted Advisor is not as simple as it sounds, which is why so many organizations either never try or make a half-hearted effort. Trusted Advisor – two words, five syllables, and fifteen letters hide a massive complexity. For the first time ever, there is now a book specifically designed to start the individual Sales Engineer on the journey to becoming a Trusted Advisor. Section One covers how to define and actually measure trust with your clients. Section Two looks at the practical aspects involved in building trust through Discovery, Presentations, Demos, and all the other standard activities of an SE. Section Three examines how to get started and put it all into practice - both for individuals and for SE teams. This is not one of those tiny 40-page eBooks. It's over 150 pages of thoughts, ideas, best practices, and real-life examples based on dozens of clients and thousands of students who have already taken the workshop.** Note the Paperback is a reformatted version of the original eBook with only a few minor edits and updates with 2021-22 data. **

John Care and Chris Daly lay out the 3+1 rules of SE Leadership. A simple framework designed for everyone - from SEs thinking about moving into management to the newest of new SE Managers to a Global SE Vice President. This is a fascinating blend of tactical and strategic advice based on 30+ years of experience and many years of running SE specific workshops. All designed to allow you to follow the 3+1 Rules: Develop And Serve Your People, Run Pre-Sales As A Business, and Serve Your Customers all matched up with Rule #0 Manage Yourself. It's a common and often repeated story. You take a rock star Sales Engineer who is highly valued for their sales and business skills - and make them a manager because they are a great SE. With no regard for their possible leadership skills whatsoever. Perhaps they are pointed at a few online HR resources and take a mandatory "Managing Within The Law" session. Then they are released into the wild, and asked to manage, lead and motivate a team of Sales Engineers - each of whom performs the job differently than the newly minted manager used to do.