I have been working as an advisor internally and externally for 30 years throughout my journey from chemical engineer, to risk engineer to management consultant. I have worked with hundreds of organisations across the public and private sector and all sectors of industry. So I know that all advisors and those they advise face the same problem – giving and receiving valuable advice, succinctly and with clarity.
Because of my background in risk and particularly risk based decision making, I came to realise that we all genuinely have trouble thinking with clarity when making key decisions. Even with a solid risk assessment in front of them I witnessed poor decisions being made by senior leaders. That is, I failed to influence their decision appropriately.
This made me realise how critical and difficult the role of advisors is. It is not enough to provide decision makers with well thought through options, advisors must understand the elements that may prevent good decisions being made and break them down.
Over the years I researched and studied many authors, models and approaches in my quest to better understand how advisors can maximise their ability to persuade and I have found a method that works for me and for many, many others I have had the pleasure of teaching through my training and mentoring programs and during the course of consulting assignments.
I have authored many papers over the years and in 2015 I took the plunge and wrote my first book, DECIDE How to Manage the Risk in your Decision Making. The more I use the MCI Decision Model on which the book is based the more convinced I am of the value of a simple model that can be used day-to-day, in business and for personal decision making. It never ceases to amaze me how we manage to trick ourselves into a poor decision so convincingly and easily.
Master the methods you will learn in my Persuasive Advisor Program and you will have significantly more control over your own destiny.