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Getting Naked: A Business Fable about Shedding the Three Fears That Sabotage Client Loyalty
Another extraordinary business fable from the New York Times bestselling author Patrick Lencioni Written in the same dynamic style as his previous bestsellers including The Five Dysfunctions of a Team, Lencioni illustrates the principles of inspiring client loyalty through a fascinating business fable. He explains the theory of vulnerability in depth and presents concrete steps for putting it to work in any organization. The story follows a small consulting firm, Lighthouse Partners, which often beats out big-name competitors for top clients. One such competitor buys out Lighthouse and learns important lessons about what it means to provide value to its clients.
Offers a key resource for gaining competitive advantage in tough times Shows why the quality of vulnerability is so important in business Includes ideas for inspiring customer and client loyalty Written by the highly successful consultant and business writer Patrick Lencioni This new book in the popular Lencioni series shows what it takes to gain a real and lasting competitive edge.
Offers a key resource for gaining competitive advantage in tough times Shows why the quality of vulnerability is so important in business Includes ideas for inspiring customer and client loyalty Written by the highly successful consultant and business writer Patrick Lencioni This new book in the popular Lencioni series shows what it takes to gain a real and lasting competitive edge.
240 pages, Kindle Edition
First published February 2, 2002
About the author
Patrick Lencioni
114 books2,158 followersPatrick Lencioni is a New York Times best-selling author, speaker, consultant and founder and president of The Table Group, a firm dedicated to helping organizations become healthy. Lencioni’s ideas around leadership, teamwork and employee engagement have impacted organizations around the globe. His books have sold nearly three million copies worldwide.
When Lencioni is not writing, he consults to CEOs and their executive teams, helping them to become more cohesive within the context of their business strategy. The widespread appeal of Lencioni’s leadership models have yielded a diverse base of clients, including a mix of Fortune 500 companies, professional sports organizations, the military, non-profits, universities and churches. In addition, Lencioni speaks to thousands of leaders each year at world class organizations and national conferences. He was recently cited in the Wall Street Journal as one of the most sought-after business speakers in the nation.
Prior to founding his firm, he worked as a corporate executive for Sybase, Oracle and Bain & Company. He also served on the National Board of Directors for the Make-A-Wish Foundation of America.
When Lencioni is not writing, he consults to CEOs and their executive teams, helping them to become more cohesive within the context of their business strategy. The widespread appeal of Lencioni’s leadership models have yielded a diverse base of clients, including a mix of Fortune 500 companies, professional sports organizations, the military, non-profits, universities and churches. In addition, Lencioni speaks to thousands of leaders each year at world class organizations and national conferences. He was recently cited in the Wall Street Journal as one of the most sought-after business speakers in the nation.
Prior to founding his firm, he worked as a corporate executive for Sybase, Oracle and Bain & Company. He also served on the National Board of Directors for the Make-A-Wish Foundation of America.
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Displaying 1 - 30 of 434 reviews
January 20, 2012
"Getting Naked" is a metaphor advanced in a new book by the prolific and insightful Patrick Lencioni, about how to build a culture of client service excellence by helping people shed their fears, baggage, and ego in any business for which dealing with clients is a driver of success.
The book, which takes the form of an accessible if sometimes contrived first-person story, focuses on the fears that effect all of us in client service-oriented business:
- Fear of losing the business, which often causes us to avoid doing the difficult things that engender greater loyalty and trust with the people we’re trying to serve;
- Fear of being embarrassed, which keeps us from sharing original ideas and being truthful about ourselves; and
- Fear of feeling inferior, which is about preserving our sense of importance and social standing relative to a client, and which interferes with the ability of a firm to truly put it’s clients interests first.
The book goes on to describe a set of cultural values and attitudes that organizations effective in overcoming these fears seem to adhere to:
Always consult instead of sell.
Give away the business.
Tell the kind truth.
Enter the danger.
Ask dumb questions.
Make dumb suggestions.
Celebrate your mistakes.
Take a bullet for the client.
Make everything about the client.
Honor the client’s work.
Do the dirty work.
Admit your weaknesses and limitations.
Seems like motherhood and apple pie stuff, I know, but Lencioni does a good job translating each of these ideas into real world examples, things we’ve all done from time to time that interfere with our ability to be truly excellent service providers.
Among my faves was a story about a client meeting where a senior executive steps on a subordinate in a way that makes the whole room uncomfortable. Lencioni’s main character watches in horror as someone on the new team he’s inherited after an acquisition stops the meeting to ask,
'
“I’m sorry, but I think it’s time we dealt with something, because I don’t think we’re going to make this strategy work if we don’t.”
The room was quiet, although I’m pretty sure they had no idea what Amy was about to do.
“Mikey, I’m sure you mean well,” She paused long enough for the room to reach a completely new level of silence, and for Mikey to raise her eyebrows. “But when you approach every issue with such…,” she searched for the right word, “…negativity, it’s a real buzz kill for the team.”
'
After the initial turbulence support for the consultant grows, [slow clap], you get the picture.
I found the book practical and easy, and am now in the process of buying a copy for the whole client services team at Holland-Mark.
The book, which takes the form of an accessible if sometimes contrived first-person story, focuses on the fears that effect all of us in client service-oriented business:
- Fear of losing the business, which often causes us to avoid doing the difficult things that engender greater loyalty and trust with the people we’re trying to serve;
- Fear of being embarrassed, which keeps us from sharing original ideas and being truthful about ourselves; and
- Fear of feeling inferior, which is about preserving our sense of importance and social standing relative to a client, and which interferes with the ability of a firm to truly put it’s clients interests first.
The book goes on to describe a set of cultural values and attitudes that organizations effective in overcoming these fears seem to adhere to:
Always consult instead of sell.
Give away the business.
Tell the kind truth.
Enter the danger.
Ask dumb questions.
Make dumb suggestions.
Celebrate your mistakes.
Take a bullet for the client.
Make everything about the client.
Honor the client’s work.
Do the dirty work.
Admit your weaknesses and limitations.
Seems like motherhood and apple pie stuff, I know, but Lencioni does a good job translating each of these ideas into real world examples, things we’ve all done from time to time that interfere with our ability to be truly excellent service providers.
Among my faves was a story about a client meeting where a senior executive steps on a subordinate in a way that makes the whole room uncomfortable. Lencioni’s main character watches in horror as someone on the new team he’s inherited after an acquisition stops the meeting to ask,
'
“I’m sorry, but I think it’s time we dealt with something, because I don’t think we’re going to make this strategy work if we don’t.”
The room was quiet, although I’m pretty sure they had no idea what Amy was about to do.
“Mikey, I’m sure you mean well,” She paused long enough for the room to reach a completely new level of silence, and for Mikey to raise her eyebrows. “But when you approach every issue with such…,” she searched for the right word, “…negativity, it’s a real buzz kill for the team.”
'
After the initial turbulence support for the consultant grows, [slow clap], you get the picture.
I found the book practical and easy, and am now in the process of buying a copy for the whole client services team at Holland-Mark.
April 22, 2010
Not much new here. Once again a fable to fill enough pages to sell a book. If you are a busy business person, just read the last 20 pages
August 31, 2011
Just finished Getting Naked. Ha! I definitely learned some new ways to approach my business. It is a very fast read. Resist operating from a fear of losing business, feeling inferior, or being embarrassed and instead just serve and give to the client.
To Get Naked in Business:
Always Consult instead of Sell - (Don't be afraid of losing the business.)
Give Away the Business - (Just serve and give people what they need!)
Tell the Kind Truth - (Give the direct truth in a helpful and kind way.)
Enter the Danger - ("Dangerous" situations are really opportunities to add value and build trust.)
Ask Dumb Questions
Make Dumb Suggestions
Celebrate Your Mistakes
Take a Bullet for the Client
Make Everything about the Client.
Honor the Client's Work
Do the Dirty Work
Admit our Weaknesses and Limitations
To Get Naked in Business:
Always Consult instead of Sell - (Don't be afraid of losing the business.)
Give Away the Business - (Just serve and give people what they need!)
Tell the Kind Truth - (Give the direct truth in a helpful and kind way.)
Enter the Danger - ("Dangerous" situations are really opportunities to add value and build trust.)
Ask Dumb Questions
Make Dumb Suggestions
Celebrate Your Mistakes
Take a Bullet for the Client
Make Everything about the Client.
Honor the Client's Work
Do the Dirty Work
Admit our Weaknesses and Limitations
August 9, 2022
I hate that I am now the person that gives consistent 5 star reviews for leadership/business books, but here I am…mostly unashamed! It’s books likes these that make me not only a better, more confident and empathetic leader, but a better person too! Lencioni’s ideas here, as well as in his other books, seem so simple on their head, until you try them at work or in life. It’s then you realize that it’s hard to practice these principles that will for sure change your work place. It’s uncomfortable to be vulnerable at work, it’s awkward to admit you don’t know something in front of your peers, and it’s freaky to let go of the opinions others have of you, but when you do, there is a freedom there to use the talents you have been given without shame. It’s not the stodgy, climb the ladder, businessman’s way of the past, but I’ve loved it and its made me love my work more. Anyway, this book is all about those things. If you are into just being you at work and with your clients, you’ll like this book!
Read
July 12, 2017Read this afternoon, feeling as though I was playing hooky from my "real" consulting work, but it was just what I needed to read as a consultant and business owner. (Between readings, I pitched the first phase of a potentially long-term project with a client I'm delighted to work with--so there's that!)
The Three Fears:
#1: Fear of losing the business
#2: Fear of being embarrassed
#3: Fear of feeling inferior
The principles of naked service:
Always consult instead of sell
Give away the business
Tell the kind truth
Enter the danger
Ask dumb questions
Make dumb suggestions
Celebrate your mistakes
Take a bullet for the client
Make everything about the client
Honor the client's work
Do the dirty work
Admit your weaknesses and limitations
The Three Fears:
#1: Fear of losing the business
#2: Fear of being embarrassed
#3: Fear of feeling inferior
The principles of naked service:
Always consult instead of sell
Give away the business
Tell the kind truth
Enter the danger
Ask dumb questions
Make dumb suggestions
Celebrate your mistakes
Take a bullet for the client
Make everything about the client
Honor the client's work
Do the dirty work
Admit your weaknesses and limitations
February 1, 2022
It was astounding how much more comfortable I felt just being honest.
A decent Lencioni fable, not one of the best, not one of the worst. The practicality is a bit lessened by the fact that the lessons will serve service companies the most.
A decent Lencioni fable, not one of the best, not one of the worst. The practicality is a bit lessened by the fact that the lessons will serve service companies the most.
April 15, 2021
Lencioni delivers on a description of how his firm does consulting - open, honest, client-driven, not afraid to be completely naked in front of each other (metaphorically speaking, of course).
The 3 fears to overcome to have frank conversations with clients and actually have success:
1. Fear of losing the business - what you do should be driven by your desire to help and improve the industry rather than a determination to close the sale. This also means you don't have the fear of making a mistake and it getting in the way of helping the client. Give good ideas without fear that the client will run away with them. Walk right into the middle of an awkward situation, because those situation need resolving. (My own experience confirms this, and it was reiterated at our last team-building retreat we did at my company - if you think something is wrong, something is probably wrong, speak up). In improv comedy this is called "enter the danger", good things happen if you enter dangerous situations rather than avoid them
2. Fear of making a mistake
Ask dumb questions - 9/10 times there is somebody else in the room who also thinks but doesn't ask
Make dumb suggestions - some dumb suggestions can be good and 2 good suggestions trump 3 bad ones
3. Fear of feeling inferior
Take a bullet for the client - offer yourself as a sacrifice, don't let your ego get in the way. The main goal is for them to reach where you want them to be, sometimes that takes sacrifice and bowing down.
Honour the client's work - it's their livelihood
Do the client's dirtywork - slides, memos, analysis, running around workshops with a microphone, sometimes you just have to do this stuff to save the client and create a reputation of rolling up your sleeves. Again, don't let your ego get in the way.
This reminds me of the work we do with clients at my company and where we can still improve and acknowledge to be even better at it. We have passion for our industry and sometimes the expertise we share doesn't lead to a sale. But it often leads to a good place where when that expertise is shared well and with honest intentions, it will be adopted and has the potential to change processes for the better.
This also reminds me of an MC in the tourism industry, John Bell. Being British and having that natural charisma, he also displays many of these tendencies while he does his work. Being naturally curious, hard-working, not afraid to make mistakes and running around and doing what it takes to make an event a success. Good show-runners have those tendencies, they are not on top of their high perch and that's what makes them superstars.
The 3 fears to overcome to have frank conversations with clients and actually have success:
1. Fear of losing the business - what you do should be driven by your desire to help and improve the industry rather than a determination to close the sale. This also means you don't have the fear of making a mistake and it getting in the way of helping the client. Give good ideas without fear that the client will run away with them. Walk right into the middle of an awkward situation, because those situation need resolving. (My own experience confirms this, and it was reiterated at our last team-building retreat we did at my company - if you think something is wrong, something is probably wrong, speak up). In improv comedy this is called "enter the danger", good things happen if you enter dangerous situations rather than avoid them
2. Fear of making a mistake
Ask dumb questions - 9/10 times there is somebody else in the room who also thinks but doesn't ask
Make dumb suggestions - some dumb suggestions can be good and 2 good suggestions trump 3 bad ones
3. Fear of feeling inferior
Take a bullet for the client - offer yourself as a sacrifice, don't let your ego get in the way. The main goal is for them to reach where you want them to be, sometimes that takes sacrifice and bowing down.
Honour the client's work - it's their livelihood
Do the client's dirtywork - slides, memos, analysis, running around workshops with a microphone, sometimes you just have to do this stuff to save the client and create a reputation of rolling up your sleeves. Again, don't let your ego get in the way.
This reminds me of the work we do with clients at my company and where we can still improve and acknowledge to be even better at it. We have passion for our industry and sometimes the expertise we share doesn't lead to a sale. But it often leads to a good place where when that expertise is shared well and with honest intentions, it will be adopted and has the potential to change processes for the better.
This also reminds me of an MC in the tourism industry, John Bell. Being British and having that natural charisma, he also displays many of these tendencies while he does his work. Being naturally curious, hard-working, not afraid to make mistakes and running around and doing what it takes to make an event a success. Good show-runners have those tendencies, they are not on top of their high perch and that's what makes them superstars.
January 19, 2020
Si me gustó. Habla sobre cómo el no ocultar nuestras propias vulnerabilidades en un contexto de empresa puede ser más una fortaleza que una debilidad, no en si misma, sino en la confianza que genera en las personas que tenemos alrededor. Es totalmente contra intuitivo con las ideas que generalmente tenemos, ya sea por creencia propia o que nos las inculcan, sobre el mostrar total seguridad y dominio de lo que sea en lo que estemos trabajando, o consultando (el libro está orientado a consultores, pero todos podemos aprender algo de el)
Por ejemplo, hay un lugar muy común que dice que "no hay preguntas tontas", por lo que en principio, todos deberíamos estar abiertos a hacerlas si algo no es claro, vamos, nos lo dice también la comunicación efectiva, y la asertividad y bla bla bla, sin embargo ya estando sobre el terreno, muy poca gente pregunta y la mayoría prefiere parecer como que sabe, parece que preguntar es confrontar, y cuando no se hace, nos vamos convirtiendo en organizaciones más perezosas y que aceptan cualquier idea idiota por no preguntar cual es el objetivo de algo cuando a todas luces tiene componentes erróneos.
Pero también nos habla de no tener miedo a sugerir cosas que parezcan tontas, y el valor que puede tener esto, no solo de servir por un momento como un momento de relajación por algo cómico si la pregunta fue en realidad tonta, sino como una forma de iniciar un camino de investigación por ti mismo, o por otras personas. A veces la luz llega a salir de los lugares de donde menos se espera.
Finalmente también tiene un concepto interesante de "hacer el trabajo sucio", que se refiere a cargar con una culpa que no nos corresponde, por salvar la cara de alguien más, pero en una actitud honesta de servicio, y cómo ésto, y otras actitudes de servicio, ayudan a que se creen lazos de gratitud y lealtad
Por ejemplo, hay un lugar muy común que dice que "no hay preguntas tontas", por lo que en principio, todos deberíamos estar abiertos a hacerlas si algo no es claro, vamos, nos lo dice también la comunicación efectiva, y la asertividad y bla bla bla, sin embargo ya estando sobre el terreno, muy poca gente pregunta y la mayoría prefiere parecer como que sabe, parece que preguntar es confrontar, y cuando no se hace, nos vamos convirtiendo en organizaciones más perezosas y que aceptan cualquier idea idiota por no preguntar cual es el objetivo de algo cuando a todas luces tiene componentes erróneos.
Pero también nos habla de no tener miedo a sugerir cosas que parezcan tontas, y el valor que puede tener esto, no solo de servir por un momento como un momento de relajación por algo cómico si la pregunta fue en realidad tonta, sino como una forma de iniciar un camino de investigación por ti mismo, o por otras personas. A veces la luz llega a salir de los lugares de donde menos se espera.
Finalmente también tiene un concepto interesante de "hacer el trabajo sucio", que se refiere a cargar con una culpa que no nos corresponde, por salvar la cara de alguien más, pero en una actitud honesta de servicio, y cómo ésto, y otras actitudes de servicio, ayudan a que se creen lazos de gratitud y lealtad
April 18, 2017
Our agency has recently moved to an Account Management/Project Management model for account service. Instead of tiers within the account service structure - we now have people who focus on the business needs partnered with those focused on the operational work needed to produce outstanding marketing materials for our client.
In an effort to develop a stronger account management culture here, we're reading a few books to help us grow in this regard. This is the latest one and, so far, the best. For me, it is most relevant because we've also been discussing Leadership practices and the strongest value that our leadership team needs to develop here is "vulnerability." We need to lose a number of fears - all of which are addressed in this book. They are 1) Fear of Losing the Business, 2) Fear of Being Embarrassed and 3) Fear of Feeling Inferior. While this "loss" is a work in progress here at my agency, I can already feel a sense of liberation in letting go and just being in the moment with my clients, knowing that I bring a unique perspective to any situation and that I need to share that perspective. It may not always be "right," but it will be helpful nonetheless. At a minimum, it will start engaging and collaborative conversations that will lead to the best decision for my client's business.
Another strong factor in this book is that it is told in a fable. I, personally, learn more when the teaching is within a story. Because of this book's format - I feel I can relate to the example better and therefore, put the teaching into action sooner.
If you read it, let me know what you think.
Enjoy!
In an effort to develop a stronger account management culture here, we're reading a few books to help us grow in this regard. This is the latest one and, so far, the best. For me, it is most relevant because we've also been discussing Leadership practices and the strongest value that our leadership team needs to develop here is "vulnerability." We need to lose a number of fears - all of which are addressed in this book. They are 1) Fear of Losing the Business, 2) Fear of Being Embarrassed and 3) Fear of Feeling Inferior. While this "loss" is a work in progress here at my agency, I can already feel a sense of liberation in letting go and just being in the moment with my clients, knowing that I bring a unique perspective to any situation and that I need to share that perspective. It may not always be "right," but it will be helpful nonetheless. At a minimum, it will start engaging and collaborative conversations that will lead to the best decision for my client's business.
Another strong factor in this book is that it is told in a fable. I, personally, learn more when the teaching is within a story. Because of this book's format - I feel I can relate to the example better and therefore, put the teaching into action sooner.
If you read it, let me know what you think.
Enjoy!
February 27, 2021
Although I'm not a huge fan of fables in business books (some are just so cringey), I love ones by Patrick Lencioni. They are compelling, realistic, and the story-telling's payload is practical and actionable. This was a book about the benefits of vulnerability, useful to not only "client loyalty" fields but applicable to all kinds of other human interactions, whether in business or personal.
December 9, 2020
It's a good book for consultants. As is the style of Lencioni, the book is a story, told in the first person, that highlights the contrast between the old, fear-driven style of consulting , and the new, trust-building type of consulting. The book is easy to read, light, funny and gets the point across.
June 4, 2018
This was a well written and easy to consume book. A refreshing narrative for a self-help / sales book.
July 7, 2020
I read this book in 3 days. I don’t read any book in 3 days!
Lencioni has a very unique way of communicating his philosophy about how service providers of all types can better sell to and serve their clients. The first 80% of the books is a fable about a consultant struggling to understand and then relate back to his management how a smaller competitor seems to beat him and his larger firm in every head-to-head deal. Only after his firm acquires the smaller firm does and he is assigned to oversee the integration, do he come to understand that the secret to the smaller firm is in the unique way they sell to and engage their clients. In the final 20% of the book, Lencioni formally introduces and elaborates on the “naked consulting” model introduced in the fable as a new way of thinking about client service.
A quick, refreshing read that stands ‘naked’ in the face of most formal sales methodologies. Highly recommended for anyone who works with clients in an ongoing capacity.
Lencioni has a very unique way of communicating his philosophy about how service providers of all types can better sell to and serve their clients. The first 80% of the books is a fable about a consultant struggling to understand and then relate back to his management how a smaller competitor seems to beat him and his larger firm in every head-to-head deal. Only after his firm acquires the smaller firm does and he is assigned to oversee the integration, do he come to understand that the secret to the smaller firm is in the unique way they sell to and engage their clients. In the final 20% of the book, Lencioni formally introduces and elaborates on the “naked consulting” model introduced in the fable as a new way of thinking about client service.
A quick, refreshing read that stands ‘naked’ in the face of most formal sales methodologies. Highly recommended for anyone who works with clients in an ongoing capacity.
May 28, 2022
Love the Fable style and ready reads of most books by this author. Super quick reads and very insightful nuggets.
April 4, 2022
Vulnerability In Business?
The key to building trust with clients
Whenever vulnerability is brought up in business people tend to start to roll their eyes or check out. In my experience people believe that we can cut off parts of being human in order to “get the job done.” Well there is some truth to that, but I don’t believe that cutting off our most human attributes leads to the best possible business results long term.
I read Getting Naked by Patrick Lencioni in two days. It was a business book that my friend and new boss recommended because it had such an impact on him when he was starting his business Closer & Closer. The book centers around two consulting firms. One acquires the other and a consultant of the bigger more traditional firm had to send a man in to figure out how this oddball firm seems to be doing so well. We follow this character through the process of discovery and enlightenment of being more vulnerable and honest with clients, and how it ultimately leads to better results because there is so much inherent trust built between the two parties. Together, they are so dialed-in, honest, open, and overall more real with their clients compared to the firm that is constantly trying to sell and convince.
Ultimately the book leads to a conversation where the gentlemen sent in to the traditional firm has to explain to his boss and owners what is so different about this oddball firm, and he presents a model to explain it all. This model is what I want to share with you.
Naked Service Defined
The model at its core is, “the ability of a service provider to be vulnerable — to embrace uncommon levels of humility, selflessness, and transparency for the good of a client.” This might seem straightforward but the reality is that in order to do this one would have to be willing to “suffer” for our clients. We typically avoid these feelings because they can seem weak in the world of business.
Three Core Fears that drive us to make decisions that aren’t in our clients interest.
They are:
Fear of losing the business
Fear of being embarrassed
Fear of feeling inferior
There are antidotes to these fears which are defined as:
Always consult instead of sell
Give away the business
Tell the kind truth
Enter the danger
Ask dumb questions
Make dumb suggestions
Celebrate your mistakes
Take a bullet for the client
Make everything about the client
Honor the clients work
Do the dirty work
Admit your weaknesses and limitations
Let’s unpack the three core fears and the antidotes that can drive a true connection with a client.
Core fear: Losing the business
Antidotes: Consult—don’t sell, give away the business, tell the kind truth, enter the danger
This one might seem the most obvious but this one is a sneaky beast. We are all driven by the evolutionary desire to protect our livelihoods, but that can cause us to have clouded judgment. Are we working for our own personal interest? Or for the interest of the client? This typically begins in the very first step of the sales cycle, or in the process of consulting or servicing the client.
If we focus on “saying and doing whatever is in the best interests of clients they stop worrying about the repercussions.” If we make ourselves vulnerable to our clients and not worried about protecting ourselves, it opens doors. The first antidote for this is based on consulting (which the book is focused on the entire time). Instead of coming into a consultation with all the research, services, and potential things you could offer, one could consult first, and not sell. This process unlocks trust.
Additionally if you give away the business you will give tangible examples of how you could help in person or on a call that could actually sell better than a traditional sales model. At the end of the day “It's all about standing there naked in front of the client. It’s about building trust. And in the end, that means the client trusts and takes care of you.”
One of the other things that serves as an antidote to the fear of losing the business is telling the kind truth. This one is the most crucial in my opinion because when you do this you have to speak with a “level of empathy and concern that you would normally reserve for a friend.” The examples they give in the book are great but some that stood out are:
Telling a CEO that he doesn’t hold his staff accountable
Telling someone that they talk too much during meetings
Telling a business owner that his son needs to be moved out of leadership
Each of these examples are normally really awkward, uncomfortable, and sometimes weird but when you enter into them looking to tell the kind truth you earn a level of trust because the client knows ultimately you have their best interests at heart and not some selfish goal of just sharing your opinion.
The final antidote for fear of losing the business is to enter the danger. This idea comes from the world of improv theater. “The idea is that when a group of actors are doing improv, and one of them says something particularly bizarre, it’s important for the other to avoid the tendency to dodge or ignore that comment, but instead to walk right into the middle of it. That’s where the best improv comes from — the wackiest, most uncomfortable stuff.” We’ve all been in a meeting like this where someone says something that is strange, politically awkward and the tension heightens. The best thing to do in these moments is to step directly into the moment and ride it. We need to avoid what we normally do, which “is just to be quiet and let the moment pass, but what great consultants do…is walk right into the middle of the situation and call it out.” Ultimately this could feel threatening to the client, but we have to be more concerned with what is best for the client and not what protects our own self interest.
2. Core fear: Being embarrassed
Antidotes: Ask dumb questions, make dumb suggestions, celebrate your mistakes
Nobody likes to look stupid in front of others. It’s built into our lizard brains. Yet we need to learn how to not care so much about others opinions and lean into the realities of what is presented to us.
The goal isn’t to go out of the way to look stupid or have no filter on what you say to a client but the intention is to air on the side of of speaking up even if it feels potentially embarrassing. “And as painful as that is in the moment, it is disarmingly effective in terms of adding value and endearing” to clients.
The first antidote to this fear is to go ahead and ask the dumb questions. “Whether it’s an industry term or an acronym or a concept that everyone else in the room seems to understand…just never pretend to know more than you do.” This applies in so many scenarios in agency life, business, learning, and just being human. Its hard to put yourself in a situation where you could be wrong but the reality is the temporary pain of being embarrassed doesn’t outweigh the trust that is built when you actually learn and understand something instead of staying ignorant or potentially incompetent on what you’re trying to help with.
Similar to asking dumb questions is the other antidote which is make dumb suggestions. In the midst of making suggestions, it’s more important to say it even if it’s wrong. Two of the five suggestions could be actual winners because you don’t have the same experience your client does. They can tell you that something won’t work or potentially see a solution in one of your dumb suggestions even if you can’t see it. This again is airing on the side of your client, not yourself. Owning when something is off or not working is key for this antidote. Own when your suggestion doesn’t fit because of feedback. Which flows right into the final antidote for this fear.
Celebrate your mistakes. Laugh at yourself. Take the ribbings that your client might throw at you. Own the fact that what you said didn’t line up or could potentially be wildly ignorant. Your intention is to bring value and to help so even if something wasn’t “right,” it doesn’t mean it's inherently bad for the relationship or client. The most important part is “you don’t stop making suggestions. Most of your ideas won’t be horrible. Even the ones that aren’t so good won’t hurt you as long as you’re humble enough to acknowledge that you’re not an expert. And if you’ve built trust with the client, they don’t think about it for a second.”
Now if most of your ideas are bad ones you might have a different problem. It’s not that you’re too vulnerable or open, it's that you might not be competent. Clients don’t mind sifting through suggestions that are “not-so-good…as long as they're offered with good intentions and with no ego attached.”
Let’s move on to the third and final fear and its antidotes.
3. Core fear: Feeling inferior
Antidotes: Take a bullet for the client, make everything about the client, honor the client's work, do the dirty work.
This one can seem similar to the second fear but the fear of feeling inferior “is more about humility as a person, not needing to be the center of attention. Even taking on a role of true subservience to a client.” This focuses more on our own pride. Personally, I love being right. I like having the right ideas, the right perspective, just RIGHTNESS in general, but this fear shows up plenty, and a lot of times we need to step back and remember that we don’t always have the right answer and all we can focus on is how we can get there in collaboration with our team and the ones we are serving/working for.
“There is something so powerful about a person who in one moment can be confident enough to confront a client about a sensitive personal issue, and then in the next moment humble themselves and take a position of servitude. It’s the paradoxical nature of it all that makes it work.”
When taking a bullet for your client you have to know where the line of abuse is, and how sometimes when you’re working for someone else cards fall in non-ideal ways. Sometimes you might be the “fall person” in order for your client to pull off what they need to pull off. You never want to let them abuse you, but there is a fine line between temporary inferiority and abuse. Falling on the side of shouldering fault temporarily on behalf of your client can build trust. You will need to bring back one of the original antidotes of telling the kind truth to the client after you’ve taken responsibility on their behalf.
Taking a bullet is countercultural because we are encouraged in life to deflect responsibility for problems, especially if we are not sure that we have done anything to warrant blame.
Another antidote in remedying the fear of feeling inferior is to make everything about the client. Ultimately, this is about making sure the attention is always on the client. Removing ego, removing self importance in the process and letting the client have the spotlight. When you are vulnerable and a “naked service” provider you won’t need to shout about your accomplishments or talk about your expertise, experience etc. Let the client discover those things in the service you are providing them.
One of the antidotes that I really enjoyed was honor the client’s work. This is key for anyone wanting more authentic working relationships. I haven’t always loved what my clients have made or sold, but I could respect the PEOPLE that worked there and THEIR livelihoods. That’s what this antidote is all about. If you’re not able to support the work, or at least the client’s livelihood, then you should refuse the work/job entirely. Another way of saying this is that “naked service providers honor the client by taking an active interest in their business and by appreciating the importance of that business to the client and the client’s customers…this can’t be faked.”
Another antidote in the humble category is to do the dirty work. This is the willingness to not be above anything when it comes to servicing your client. If you need to take out the trash, take out the trash. If you’re the one that set up the conference and now needs to run the microphones around so people can ask questions, do it. If the client needs you to do something that others could perceive as below your station then it's’ probably still worth doing because it’s part of doing the dirty work. As long as it falls within the context of your services this will only bolster the connection and trust with the client.
And finally, admit your weakness and limitations. We are all human. We can’t be everything to everyone. Knowing ourselves enough to be able to own our weaknesses and limitations is actually a strength that clients welcome. “We’ll also wear ourselves out by trying to be something we’re not, which not only is exhausting but also prevents us from doing our best in the areas in which we can thrive.”
The best part about reading this book for me is that it falls so in line with some of my favorite thinkers, authors, and leaders in the business world. It felt like Brene Brown lite, mixed with some Simon Sinek but uniquely new. The one cautionary tale that I will share is that even when you’re vulnerable, it doesn’t mean that every client out there will share that sentiment with you or even appreciate it. The balance through all of this is to make sure the people you are working for actually value the “naked service” they are receiving. If you find yourself in a game where the players aren’t in line with the vulnerability, openness, and service you are bringing to the table it’s okay to end the relationship and find your people.
Even beyond the world of clients, being naked has its benefits and advantages. When we can demonstrate vulnerability to the people we live and work with, we build stronger relationships, affirm our trust in them, and inspire them to become more vulnerable themselves. And that is certainly worth getting naked for.
So I would wholeheartedly say this is a better way of doing business. I think the world would be a more aligned place if people were able to tell the truth, openly, kindly, with integrity. I think that getting naked or vulnerable is a much better path forward for business, marketing, relationships, and people in general.
I’m so encouraged that this is the first book I’m reading FOR WORK as the marketing and partnerships director at Closer & Closer and I can’t wait to bring these principles forward into the relationships that we will cultivate with our artists, clients, team, and vendors.
Here’s to getting naked!
The key to building trust with clients
Whenever vulnerability is brought up in business people tend to start to roll their eyes or check out. In my experience people believe that we can cut off parts of being human in order to “get the job done.” Well there is some truth to that, but I don’t believe that cutting off our most human attributes leads to the best possible business results long term.
I read Getting Naked by Patrick Lencioni in two days. It was a business book that my friend and new boss recommended because it had such an impact on him when he was starting his business Closer & Closer. The book centers around two consulting firms. One acquires the other and a consultant of the bigger more traditional firm had to send a man in to figure out how this oddball firm seems to be doing so well. We follow this character through the process of discovery and enlightenment of being more vulnerable and honest with clients, and how it ultimately leads to better results because there is so much inherent trust built between the two parties. Together, they are so dialed-in, honest, open, and overall more real with their clients compared to the firm that is constantly trying to sell and convince.
Ultimately the book leads to a conversation where the gentlemen sent in to the traditional firm has to explain to his boss and owners what is so different about this oddball firm, and he presents a model to explain it all. This model is what I want to share with you.
Naked Service Defined
The model at its core is, “the ability of a service provider to be vulnerable — to embrace uncommon levels of humility, selflessness, and transparency for the good of a client.” This might seem straightforward but the reality is that in order to do this one would have to be willing to “suffer” for our clients. We typically avoid these feelings because they can seem weak in the world of business.
Three Core Fears that drive us to make decisions that aren’t in our clients interest.
They are:
Fear of losing the business
Fear of being embarrassed
Fear of feeling inferior
There are antidotes to these fears which are defined as:
Always consult instead of sell
Give away the business
Tell the kind truth
Enter the danger
Ask dumb questions
Make dumb suggestions
Celebrate your mistakes
Take a bullet for the client
Make everything about the client
Honor the clients work
Do the dirty work
Admit your weaknesses and limitations
Let’s unpack the three core fears and the antidotes that can drive a true connection with a client.
Core fear: Losing the business
Antidotes: Consult—don’t sell, give away the business, tell the kind truth, enter the danger
This one might seem the most obvious but this one is a sneaky beast. We are all driven by the evolutionary desire to protect our livelihoods, but that can cause us to have clouded judgment. Are we working for our own personal interest? Or for the interest of the client? This typically begins in the very first step of the sales cycle, or in the process of consulting or servicing the client.
If we focus on “saying and doing whatever is in the best interests of clients they stop worrying about the repercussions.” If we make ourselves vulnerable to our clients and not worried about protecting ourselves, it opens doors. The first antidote for this is based on consulting (which the book is focused on the entire time). Instead of coming into a consultation with all the research, services, and potential things you could offer, one could consult first, and not sell. This process unlocks trust.
Additionally if you give away the business you will give tangible examples of how you could help in person or on a call that could actually sell better than a traditional sales model. At the end of the day “It's all about standing there naked in front of the client. It’s about building trust. And in the end, that means the client trusts and takes care of you.”
One of the other things that serves as an antidote to the fear of losing the business is telling the kind truth. This one is the most crucial in my opinion because when you do this you have to speak with a “level of empathy and concern that you would normally reserve for a friend.” The examples they give in the book are great but some that stood out are:
Telling a CEO that he doesn’t hold his staff accountable
Telling someone that they talk too much during meetings
Telling a business owner that his son needs to be moved out of leadership
Each of these examples are normally really awkward, uncomfortable, and sometimes weird but when you enter into them looking to tell the kind truth you earn a level of trust because the client knows ultimately you have their best interests at heart and not some selfish goal of just sharing your opinion.
The final antidote for fear of losing the business is to enter the danger. This idea comes from the world of improv theater. “The idea is that when a group of actors are doing improv, and one of them says something particularly bizarre, it’s important for the other to avoid the tendency to dodge or ignore that comment, but instead to walk right into the middle of it. That’s where the best improv comes from — the wackiest, most uncomfortable stuff.” We’ve all been in a meeting like this where someone says something that is strange, politically awkward and the tension heightens. The best thing to do in these moments is to step directly into the moment and ride it. We need to avoid what we normally do, which “is just to be quiet and let the moment pass, but what great consultants do…is walk right into the middle of the situation and call it out.” Ultimately this could feel threatening to the client, but we have to be more concerned with what is best for the client and not what protects our own self interest.
2. Core fear: Being embarrassed
Antidotes: Ask dumb questions, make dumb suggestions, celebrate your mistakes
Nobody likes to look stupid in front of others. It’s built into our lizard brains. Yet we need to learn how to not care so much about others opinions and lean into the realities of what is presented to us.
The goal isn’t to go out of the way to look stupid or have no filter on what you say to a client but the intention is to air on the side of of speaking up even if it feels potentially embarrassing. “And as painful as that is in the moment, it is disarmingly effective in terms of adding value and endearing” to clients.
The first antidote to this fear is to go ahead and ask the dumb questions. “Whether it’s an industry term or an acronym or a concept that everyone else in the room seems to understand…just never pretend to know more than you do.” This applies in so many scenarios in agency life, business, learning, and just being human. Its hard to put yourself in a situation where you could be wrong but the reality is the temporary pain of being embarrassed doesn’t outweigh the trust that is built when you actually learn and understand something instead of staying ignorant or potentially incompetent on what you’re trying to help with.
Similar to asking dumb questions is the other antidote which is make dumb suggestions. In the midst of making suggestions, it’s more important to say it even if it’s wrong. Two of the five suggestions could be actual winners because you don’t have the same experience your client does. They can tell you that something won’t work or potentially see a solution in one of your dumb suggestions even if you can’t see it. This again is airing on the side of your client, not yourself. Owning when something is off or not working is key for this antidote. Own when your suggestion doesn’t fit because of feedback. Which flows right into the final antidote for this fear.
Celebrate your mistakes. Laugh at yourself. Take the ribbings that your client might throw at you. Own the fact that what you said didn’t line up or could potentially be wildly ignorant. Your intention is to bring value and to help so even if something wasn’t “right,” it doesn’t mean it's inherently bad for the relationship or client. The most important part is “you don’t stop making suggestions. Most of your ideas won’t be horrible. Even the ones that aren’t so good won’t hurt you as long as you’re humble enough to acknowledge that you’re not an expert. And if you’ve built trust with the client, they don’t think about it for a second.”
Now if most of your ideas are bad ones you might have a different problem. It’s not that you’re too vulnerable or open, it's that you might not be competent. Clients don’t mind sifting through suggestions that are “not-so-good…as long as they're offered with good intentions and with no ego attached.”
Let’s move on to the third and final fear and its antidotes.
3. Core fear: Feeling inferior
Antidotes: Take a bullet for the client, make everything about the client, honor the client's work, do the dirty work.
This one can seem similar to the second fear but the fear of feeling inferior “is more about humility as a person, not needing to be the center of attention. Even taking on a role of true subservience to a client.” This focuses more on our own pride. Personally, I love being right. I like having the right ideas, the right perspective, just RIGHTNESS in general, but this fear shows up plenty, and a lot of times we need to step back and remember that we don’t always have the right answer and all we can focus on is how we can get there in collaboration with our team and the ones we are serving/working for.
“There is something so powerful about a person who in one moment can be confident enough to confront a client about a sensitive personal issue, and then in the next moment humble themselves and take a position of servitude. It’s the paradoxical nature of it all that makes it work.”
When taking a bullet for your client you have to know where the line of abuse is, and how sometimes when you’re working for someone else cards fall in non-ideal ways. Sometimes you might be the “fall person” in order for your client to pull off what they need to pull off. You never want to let them abuse you, but there is a fine line between temporary inferiority and abuse. Falling on the side of shouldering fault temporarily on behalf of your client can build trust. You will need to bring back one of the original antidotes of telling the kind truth to the client after you’ve taken responsibility on their behalf.
Taking a bullet is countercultural because we are encouraged in life to deflect responsibility for problems, especially if we are not sure that we have done anything to warrant blame.
Another antidote in remedying the fear of feeling inferior is to make everything about the client. Ultimately, this is about making sure the attention is always on the client. Removing ego, removing self importance in the process and letting the client have the spotlight. When you are vulnerable and a “naked service” provider you won’t need to shout about your accomplishments or talk about your expertise, experience etc. Let the client discover those things in the service you are providing them.
One of the antidotes that I really enjoyed was honor the client’s work. This is key for anyone wanting more authentic working relationships. I haven’t always loved what my clients have made or sold, but I could respect the PEOPLE that worked there and THEIR livelihoods. That’s what this antidote is all about. If you’re not able to support the work, or at least the client’s livelihood, then you should refuse the work/job entirely. Another way of saying this is that “naked service providers honor the client by taking an active interest in their business and by appreciating the importance of that business to the client and the client’s customers…this can’t be faked.”
Another antidote in the humble category is to do the dirty work. This is the willingness to not be above anything when it comes to servicing your client. If you need to take out the trash, take out the trash. If you’re the one that set up the conference and now needs to run the microphones around so people can ask questions, do it. If the client needs you to do something that others could perceive as below your station then it's’ probably still worth doing because it’s part of doing the dirty work. As long as it falls within the context of your services this will only bolster the connection and trust with the client.
And finally, admit your weakness and limitations. We are all human. We can’t be everything to everyone. Knowing ourselves enough to be able to own our weaknesses and limitations is actually a strength that clients welcome. “We’ll also wear ourselves out by trying to be something we’re not, which not only is exhausting but also prevents us from doing our best in the areas in which we can thrive.”
The best part about reading this book for me is that it falls so in line with some of my favorite thinkers, authors, and leaders in the business world. It felt like Brene Brown lite, mixed with some Simon Sinek but uniquely new. The one cautionary tale that I will share is that even when you’re vulnerable, it doesn’t mean that every client out there will share that sentiment with you or even appreciate it. The balance through all of this is to make sure the people you are working for actually value the “naked service” they are receiving. If you find yourself in a game where the players aren’t in line with the vulnerability, openness, and service you are bringing to the table it’s okay to end the relationship and find your people.
Even beyond the world of clients, being naked has its benefits and advantages. When we can demonstrate vulnerability to the people we live and work with, we build stronger relationships, affirm our trust in them, and inspire them to become more vulnerable themselves. And that is certainly worth getting naked for.
So I would wholeheartedly say this is a better way of doing business. I think the world would be a more aligned place if people were able to tell the truth, openly, kindly, with integrity. I think that getting naked or vulnerable is a much better path forward for business, marketing, relationships, and people in general.
I’m so encouraged that this is the first book I’m reading FOR WORK as the marketing and partnerships director at Closer & Closer and I can’t wait to bring these principles forward into the relationships that we will cultivate with our artists, clients, team, and vendors.
Here’s to getting naked!
This entire review has been hidden because of spoilers.
November 10, 2018
Coming from a consulting background in the middle east I can definitely relate to the book. The book tells a fable about Jack Power a Senior Consultant in prestigious consulting firm who acquired a small consulting firm called Lighthouse and he was assigned responsible for the integration. Jack faces a challenge represented in the cultural differences between the two companies (Traditional consulting vs Lighthouse way). As jack dives deep in lighthouse approach he finds it more successful and more sustainable as it focuses on long-term relationships based on honesty and being direct with their clients. Jack started asking himself how they do it without any second thoughts? He is conclusion lighthouse consultants are okay with being vulnerable and they don't have any of the following fears (which typical Consultants have): 1) The fear of losing business 2) The fear of being embarrassed 3) The fear of being inferior.
I recommend the audio version of the book.
I recommend the audio version of the book.
February 26, 2019
All consultants should read this one! Short read really enjoyed it and it just confirms I’m with the right company.
September 10, 2021
This book tells how consultants can forge better client relationships by being vulnerable. Vulnerable, or “naked,” service is characterized by uncommon levels of humility, selflessness, and transparency for the clients’ good. It tells how to be more like team members than vendors. The result is work that’s more enjoyable, profitable, and rewarding.
It explains three fears that hold consultants back, and how to overcome these fears. Written as a fable, it’s short, but still longer than necessary.
I agreed with most of the advice. The main point that I questioned was the recommendation to start consulting in the initial meeting, before arranging an agreement or fees. I can only see that working for certain consulting services and if the client is pre-qualified.
Notes
“[E]ven though clients require us to be competent enough to meet their needs, it is ultimately our honesty, humility, and selflessness that will endear us to them and allow them to trust and depend on us.”
Fear #1: Fear of losing the business
Don't worry about closing the deal or losing the client. Be so focused on the client’s interests that you stop worrying about repercussions.
Clients want to know you're more interested in helping them than in making money.
Consult, don't sell. Give away the business.
At initial meeting, be a consultant, not a salesman. Help, don't sell. Skip the sales process.
Don't start with presentations and proposals. Instead, ask about prospect’s issues, and brainstorm. Do collaborative, real-time client research rather than preparing an answer ahead of time. Don’t try to outsmart the client, just start consulting.
Don't tell what you’d do if hired; just start serving as if they've hired you.
Don't bring up fees unless they ask.
Once a prospect shows a real interest in becoming a client, focus on their issues and determining if they’d be a good client before jumping to sign a deal. Bringing up the deal can shift focus from their issues to what you want out of the arrangement.
Don't be afraid of helping too much during initial sales call. Most clients won't use your advice without hiring you. Those that do would be bad clients anyway.
Err on the side of the client when it comes to fees, to build a long-term relationship.
Tell the kind truth
Give feedback with the empathy and concern of a friend.
If you're not willing to tell a client the kind truth, why should they pay you?
Fear #2: Fear of being embarrassed (intellectual pride)
Ask dumb questions
Don't pretend to know than you know more than you do.
Make dumb suggestions
Clients don't mind sifting through some bad suggestions if they're offered with good intentions.
Clients want to hear all your suggestions and want transparency and honesty more than intelligence.
Celebrate your mistakes
Admit it was a bad idea and laugh.
Fear #3: Fear of feeling inferior (preserving social standing related to client)
Clients trust and respect service providers who act as servants.
Misc.
Once you build a relationship with the client, they rarely mention your fees. Of course, some can't afford you.
A bad client is worse than no client, because they prevent you from finding good clients, don't give good references, and make you dread work.
This method will result in getting most of your business from referrals and warm leads.
This method is less professional, less sophisticated, less rigorous, and less systematic, but more effective. Clients will love you and refer others.
Don't tell clients how to run their business, or try to convince them that you know more than them.
It explains three fears that hold consultants back, and how to overcome these fears. Written as a fable, it’s short, but still longer than necessary.
I agreed with most of the advice. The main point that I questioned was the recommendation to start consulting in the initial meeting, before arranging an agreement or fees. I can only see that working for certain consulting services and if the client is pre-qualified.
Notes
“[E]ven though clients require us to be competent enough to meet their needs, it is ultimately our honesty, humility, and selflessness that will endear us to them and allow them to trust and depend on us.”
Fear #1: Fear of losing the business
Don't worry about closing the deal or losing the client. Be so focused on the client’s interests that you stop worrying about repercussions.
Clients want to know you're more interested in helping them than in making money.
Consult, don't sell. Give away the business.
At initial meeting, be a consultant, not a salesman. Help, don't sell. Skip the sales process.
Don't start with presentations and proposals. Instead, ask about prospect’s issues, and brainstorm. Do collaborative, real-time client research rather than preparing an answer ahead of time. Don’t try to outsmart the client, just start consulting.
Don't tell what you’d do if hired; just start serving as if they've hired you.
Don't bring up fees unless they ask.
Once a prospect shows a real interest in becoming a client, focus on their issues and determining if they’d be a good client before jumping to sign a deal. Bringing up the deal can shift focus from their issues to what you want out of the arrangement.
Don't be afraid of helping too much during initial sales call. Most clients won't use your advice without hiring you. Those that do would be bad clients anyway.
Err on the side of the client when it comes to fees, to build a long-term relationship.
Tell the kind truth
Give feedback with the empathy and concern of a friend.
If you're not willing to tell a client the kind truth, why should they pay you?
Fear #2: Fear of being embarrassed (intellectual pride)
Ask dumb questions
Don't pretend to know than you know more than you do.
Make dumb suggestions
Clients don't mind sifting through some bad suggestions if they're offered with good intentions.
Clients want to hear all your suggestions and want transparency and honesty more than intelligence.
Celebrate your mistakes
Admit it was a bad idea and laugh.
Fear #3: Fear of feeling inferior (preserving social standing related to client)
Clients trust and respect service providers who act as servants.
Misc.
Once you build a relationship with the client, they rarely mention your fees. Of course, some can't afford you.
A bad client is worse than no client, because they prevent you from finding good clients, don't give good references, and make you dread work.
This method will result in getting most of your business from referrals and warm leads.
This method is less professional, less sophisticated, less rigorous, and less systematic, but more effective. Clients will love you and refer others.
Don't tell clients how to run their business, or try to convince them that you know more than them.
September 25, 2017
In typical and enjoyable fashion, Patrick Lencioni spins another leadership fable with keen insights for leaders and the organizational cultures they seek to build. Pat's business fable about Jack Bauer is my favorite. It's a great story that teaches and illustrates the importance of vulnerability while thoroughly entertaining via a believable page-turner. This book is personal in that Lencioni shares his background, including the reason behind the birth of The Table Group.
October 28, 2022
A typical book by Lencioni--with an engaging fable and few key main takeaways that are easy to remember. This one specifically presents the "naked service model", which is about being totally transparent, honest and vulnerable to earn clients' trust and loyalty.
The model addresses 3 fears that hinder client trust and loyalty: Fear of losing the business, Fear of being embarrassed, and Fear of feeling inferior. Each fear comes with 3-4 solutions or antidotes to the fears.
like: short and easy read, with good catchy ideas.
dislike: Over-simplified for the real-world.
More suited for those in consulting or B2B services.
Book summary at: https://readingraphics.com/book-summa...
The model addresses 3 fears that hinder client trust and loyalty: Fear of losing the business, Fear of being embarrassed, and Fear of feeling inferior. Each fear comes with 3-4 solutions or antidotes to the fears.
like: short and easy read, with good catchy ideas.
dislike: Over-simplified for the real-world.
More suited for those in consulting or B2B services.
Book summary at: https://readingraphics.com/book-summa...
March 18, 2010
Lencioni has a way of taking very simple principles and applying them to business situations in a profound way. Although he writes secular business books, Lencioni gives glory to God the Father through Jesus Christ in his acknowledgments. I don't always agree with everything, but I am amazed by what the application of a few biblical principles can do when one takes Paul seriously and gives "glory to God" in "whatever" he does.
In this case, Lencioni proposes a method of consulting that he calls "naked consulting." This approach can apply to any field where one person is having dealing with another person. The method is not complicated and boils down to being open and transparent with others. Amazing. Novel. At points, Lencioni even uses biblical language like "put the needs of others above your own."
What I found most helpful was the fact that Lencioni identifies the failure to be transparent as being motivated by fear. Fear of losing their business. Fear of being embarrassed. Fear of feeling inferior. Another way we could view these fears are fear of failure, fear of man, and exalting oneself.
We have already found much application of these principles as we work to sell our house and work with potential buyers. I'm sure that nearly anyone could use these principles in nearly any situation where relating to another person is involved. I highly recommend this book.
If you've never read a Lencioni book, then you must know that the best part of the book is not the explanation of the model (the last 20 pages) but the fable Lencioni spins to illustrate it (the first 195 pages). This incarnational approach makes the principles more beautiful and the model more persuasive.
In this case, Lencioni proposes a method of consulting that he calls "naked consulting." This approach can apply to any field where one person is having dealing with another person. The method is not complicated and boils down to being open and transparent with others. Amazing. Novel. At points, Lencioni even uses biblical language like "put the needs of others above your own."
What I found most helpful was the fact that Lencioni identifies the failure to be transparent as being motivated by fear. Fear of losing their business. Fear of being embarrassed. Fear of feeling inferior. Another way we could view these fears are fear of failure, fear of man, and exalting oneself.
We have already found much application of these principles as we work to sell our house and work with potential buyers. I'm sure that nearly anyone could use these principles in nearly any situation where relating to another person is involved. I highly recommend this book.
If you've never read a Lencioni book, then you must know that the best part of the book is not the explanation of the model (the last 20 pages) but the fable Lencioni spins to illustrate it (the first 195 pages). This incarnational approach makes the principles more beautiful and the model more persuasive.
May 29, 2015
Getting Naked is a "business fable", a genre in which the author takes a pamphlet-sized set of business principles or a short theory and expands it into a short, light narrative through which he introduces the concepts.* It's padding, but it's a much more enjoyable way to learn than a dry, lecture-y business treatise. Overall, I approve. (Besides, if you have to pad, at least pad with a story. De Bono Edward's Six Thinking Hats was padding via repetition, and that was far worse.)
In Getting Naked, Lencioni presents a fictional takeover of a small, highly successful consulting firm by a much larger firm that follows a very traditional model. The main character is sent in to find out how they're so successful, and discovers that they're masters of building customer relationships. Lencioni breaks down Thee
Fears, and provides a set of guiding principles to overcome those fears.
This was a short and enjoyable read, and I think Lencioni is dead-on with his principles. Of course, I think my company already follows most of them, so it's easy for me to agree with. On the whole, anyone that has to build customer relationships should read this, and it should be required reading for anyone above Lead Consultant at my firm.
* For other examples, see other books by this author or by Goldratt Eliyahu
In Getting Naked, Lencioni presents a fictional takeover of a small, highly successful consulting firm by a much larger firm that follows a very traditional model. The main character is sent in to find out how they're so successful, and discovers that they're masters of building customer relationships. Lencioni breaks down Thee
Fears, and provides a set of guiding principles to overcome those fears.
This was a short and enjoyable read, and I think Lencioni is dead-on with his principles. Of course, I think my company already follows most of them, so it's easy for me to agree with. On the whole, anyone that has to build customer relationships should read this, and it should be required reading for anyone above Lead Consultant at my firm.
* For other examples, see other books by this author or by Goldratt Eliyahu
April 19, 2023
I am trying to read all Lencioni books, and this is the best one. The book talks about trust/relationship building as a consulting firm, and the author's approaching running a consulting firm himself. It has the best drama among Lencioni's books to keep the reader engaged.
See if you know where the name "Michael Casey" is from to test if you read the book well;-).
See if you know where the name "Michael Casey" is from to test if you read the book well;-).
February 9, 2017
In general, I really appreciate Patrick Lencioni's books, but this is not one of them. It is not that interesting, doesn't give insights or approaches that are different from his other books, and not that well written. In addition, I can't stand the fact that Lencioni is pushing religion and its calming affect in some of his books, it doesn't make me feel comfortable, and it is 100% not inclusive.
Skip this, read The Five Dysfunctions of a Team: A Leadership Fable instead.
Skip this, read The Five Dysfunctions of a Team: A Leadership Fable instead.
January 9, 2016
spectacular book about being honest with clients, how the "naked" and open culture may help to compete with established large scale firms. I like characters author developed, the form of the "business tale" helps to see principles applied in the real life with all of the struggles and benefits.
also appreciate that author shows that it is almost impossible to install this "naked" culture into the existing "sales oriented" business. Probably large part of it comes from people who fits the culture and it is a rare case to change the culture without rebuilding the team (5 Dysfunctions of Team book is about this too).
also appreciate that author shows that it is almost impossible to install this "naked" culture into the existing "sales oriented" business. Probably large part of it comes from people who fits the culture and it is a rare case to change the culture without rebuilding the team (5 Dysfunctions of Team book is about this too).
This entire review has been hidden because of spoilers.
April 24, 2012
This book was recommended to me by a business colleague whom I admire very much. He embodies the principles of the book, and if you have read the book you will recognize how special that is. That said, this book challenges human beings to bring their authenticity and vulnerability to their work, enhancing professional relationships and business transactions. While perhaps not the most revolutionary of ideas, the application of the concept seems to be rare. I couldn't put this book down, and I can't wait to read it again. It is a real gem.
September 10, 2014
First off, I didn't realize this was a fable until I was done with it. Felt dumb about that. But it almost didn't matter because this book was written as an engaging story with a valuable lesson. It feels more like a novel than a business lesson.
This may not be groundbreaking stuff in the realm of personal empowerment but I think it is in the stuffy corporate world. It is a refreshing take on how to be a human being in business and not just a suit. I liked it.
This may not be groundbreaking stuff in the realm of personal empowerment but I think it is in the stuffy corporate world. It is a refreshing take on how to be a human being in business and not just a suit. I liked it.
April 5, 2013
Took me some time to get into it but once I started, I was reminded of similar situations that I have dealt with that had the same types of twisted conversations. I thought for sure that Patrick had been in the room with me during some of those exchanges. It boils down to relationship capital or relationship management, with an operative word of vulnerability and trust.
July 10, 2014
Done as a narrative tale, listening to this book was really excellent and revelatory. Essentially it tells us to throw out sales scripts and manipulative technique and simply to be ourselves. Should be simple but most of us are trained to perform instead of to just be.
January 20, 2016
Disfruté mucho este libro, la historia te atrapa en seguida y de manera sutil te va mostrando las ventajas de la filosofía "vulnerability/getting naked". Las conclusiones al final del libro son muy valiosas.
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