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EF
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How to communicate to suit the client’s thinking style

En
1

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or preference

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You need to adapt the conversation to connect with client’s preferred thinking style. The model below
shows some common styles:

Expects
Expects (Sustainability) conversations with clients
• An overview
• Brief, clear and precise information • A conceptual framework
Influential conversations are those that develop a meaningful and trusted relationship with the client.
• Materials that are direct and to the point • Frequent and spontaneous The following is a ’toolkit’ consisting of 4 elements crucial for influential conversations:
• Ideas presented in a logical format • Freedom to explore
• Data and fact based charts • Metaphorical examples, visuals
• Technical accuracy • Long-term objectives
Make the conversation
Appreciates
ELF EXPER
• Connection to the big picture
1 meaningful
Be mindful of personal and practical elements

• Critical analysis
NAL S IME
NT
• A good debate
ATIO Analysis SE Appreciates
R Infers
L • Initiative and imagination

A D
Quantifies Images • Newness and a ‘fun’ Conversations typically move through 4
approach

F
Is Logical Speculates phases:
• Minimal details
Is Critical Takes Risks
How to structure • The purpose
is Realistic
Likes Numbers
Is Impetuous
Breaks Rules
2 a conversation
• What’s happening now, the current situation
• Exploring options or possibilities
Kniows about Money Likes Surprises • How to progress from here, or the next steps.

B C
Knows how Things Work Is Curious / Plays

Takes Preventative Action Is Sensitive to Others How to get the

Use open questions to encourage involvement
Establishes Procedures
Gets things Done
Likes to Teach
Touches a Lot
3 most out of and two way flow of meaning

Is Reliable Is Supportive questions

Organises Is Expressive
Is Neat Is Emotional Expects
SA

Expects
• Step by step explanation EK Timely Talks a Lot • Involvement of others
How to communicate
F

EE Plans Feels F
EL
• A good attitude and
• A schedule / action plan
PIN
personal relationship Adapt the conversation and express ideas in
• Consistency
G SE L I N G S • Eye to eye contact
4 to the client’s thinking ways that connect with client’s thinking style
E
• Assurance this has been done before
• Explanation of how it will happen LF FE
• References to people involved
• To know how ‘others’ will react style or preference
• References and background info

Appreciates
Appreciates The greatest opportunities occur at the early stages of a project – particularly before the project brief hits
• The personal touch/ sensitive to feelings
• Very low risk the desk. What about the opportunity to co-develop or shape an opportunity or prospect with the client?
• A harmonious approach
• A written communication before Unsolicited proposals (taking a good idea to a client) are typically valued.
• Group discussion and consensus
• Proof of homework being done

© Hermann Whole Brain Model

For further information...

Type “Sustainability” into the SKM Intranet search bar and click on the first link.
Sustainability resources are found under “Useful links/resources”.
The influential conversation toolkit 3 How to get the most out of questions
1 How to make a conversation meaningful Use open questions where possible - questions that start with what, why, how or where? These encourage
client involvement, and a more open conversation with sustainable outcomes.
Influential conversations address two core requirements Personal Needs and Practical Needs.
Personal needs refer to the way we like to be treated as human beings whereas practical needs refer to The following questions could be adapted to the particular project or client context to explore possibilities
the key outcomes, goals or purpose that is driving the conversation. and opportunities about sustainable outcomes.

Personal needs include being: • Practical needs include: Organisation position and context
• Treated with respect • Reaching a solution • What do you consider to be leading practice in your industry / this area?
• Listened to and understood • Sharing information • What would you see as the benefits in translating your organisation’s sustainability strategy into tangible
• Involved in relevant decisions • Agreeing on outcomes and process on-ground outcomes on this project?
• Do you benchmark your operations?
• Does the organisation produce a public sustainability report? How could this project demonstrate a
practical example of its KPI’s, key objectives, targets?
2 How to structure a conversation • How do you compare against others in your industry?
• Where does the organisation see itself in 5 years? How can this project contribute to this?
Goal – What is the purpose or objective of the conversation? What do you need to achieve?
Innovation, sustainable outcomes
“The purpose of our conversation is to discuss some useful opportunities with you based on our recent
• Where is the potential for most innovation?
experience, that we think will be relevant to projects x and y.
• What would appeal to you about this project demonstrating innovation or innovative solutions?
• What to you, would be a meaningful positive legacy left by this project?
Reality – What is happening now? What is the current situation? What do you anticipate will
• What would success look like in the environment context, social/community context, economic context?
happen in the future?
• What connections or interrelationships between various elements of this project are important, but
”What is working very effectively with in your current approach? “Are there any examples of where
often overlooked?
previous approaches have created unforseen problems?”
• What are the critical elements or issues outside the site boundary or immediate area that will be
fundamental to this project’s success?
Options – What are the options or possibilities?
• Can we manage any issues more efficiently by addressing them ‘upstream’ of the project site?
“What underlying assumptions could we usefully re-think?”
• Have you thought about what the operating environment will be like 10, 15, 20 years from now?
...what will be the major drivers of change? How might these impact on our approach to the project?
Will – What is the next step? How should we progress this?
“Out of all the options, what is the most practical and realistic option to pursue?”
Climate change
• What are the greatest risks posed by climate change to this project ....or to your business?
• How is climate change likely to impact on your key assets – and the physical /social operating
Encouraging long term thinking
environment?
The reality phase of the conversation is a good place to step out of a focus just on the ‘here and • How will the proposed emissions trading scheme impact on your business / this project? How do you
now’, and think in a 5 – 10 – 20 or further year horizon. 5 years is usually a comfortable horizon currently monitor, report, manage emissions?
for even the most ‘here and now’ focused clients. • Where are the greatest opportunities to reduce energy use and emissions?
• What would changes in extreme events (drought, heat-wave, storms, flooding) have on the project?
Is there imminent legislation change that will impact on your project / business?
( cumulative impact, climate change, emissions trading, water quality discharge, water pricing, water Project challenges, approaches
allocations and use) • What is the real or fundamental problem the project is trying to address? What are its causes?
• What is typically a blind spot....or derails similar projects?
What are the key factors affecting your ‘social licence to operate’? • How could ‘challenging assumptions’ bring value to the project?
• What is the trend of regulation, legislation, approval conditions for such projects? Should we be factoring
What will be some of the most significant changing technologies that could have a substantial this into our design now?
impact on your project / business? How can we position ourselves now to take advantage of • What are the 1-2 lessons learnt from recent or similar projects that would be relevant here?
this – and to avoid being reactive? • What resource or material inputs could be significantly reduced? (for cost, supply, reliability, regulation,
community expectation reasons)
What significant changes in community and user preferences are likely over the next 5-10 years? • What significant issues are located ‘upstream’ of the project – and would create benefits if addressed?
How will these affect this project / your business? • How could we approach a ‘zero net waste’ goal?

What will be an acceptable impact in 5 – 10 years? Social/community

• What could ‘long term community benefit or enhancement’ look like? How can the project deliver this?
• What is the most challenging social or community issue you have to work with?
• What is the impact that increasing community / stakeholder expectations would have on this project?
• What will success look like to other stakeholder groups?

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