Overview

- Building a new business relationship based on trust and value costs five times as much as extending or renewing an existing relationship with a satisfied customer. - Four pillars of success combine symbiotically to support a thriving business relationship: 1. Passion 2. Security 3. Resonance 4. Creativity - These four pillars support the pathway across a metaphorical bridge, to reach the relationship's destination, its purpose. - The pillars are embedded in a foundation stone of trust. Each and all the pillars may crumble and fall but can be rebuilt as long as their foundation, trust, remains intact. - Much deeper than trust, exists truth. It permeates the structure of the bridge, its beginning and its destination. Not-truth, falsity and illusion, destroy the bridge. - Business relationships don't end by themselves. They end when their purpose is achieved or deemed unachievable. - 'Throwing in the towel' though, especially for a large investment decision, is sometimes seen as 'political suicide'. The ensuing relationship becomes moribund. The flaws in (and all learning from) the original decision making process are swept under the 'corporate carpet'. - The best time to end the current structure of a relationship is when it is running perfectly and its purpose is fulfilled - so that you can renew it at a stronger level.

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9781489588753

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Paul C Burr is a business coach, multi-discipline author, speaker and 'energy healer', based in Hove, UK. His Facebook pages have amassed a total of over 20,000 followers. Burr has over 30 years experience in corporate sales, consulting and coaching, during which he spent 16 years with IBM. He has a PhD in Statistics and a First Class Honours Degree in Mathematics from Brunel University. He is a Certificated Master Practitioner in NLP. Profile by Professor John Ditch, York, UK... Paul Burr is an incredibly interesting man. I met him in 2005 when he agreed to be my 'career coach'. At the time I held a senior position at a UK university and it was rather fashionable to undertake 'management training'; every member of our senior team was expected to devote time to 'continuing professional development'. I approached Paul because he offered something different, something a little more challenging. We met regularly over the course of a number of months. Paul was a good listener and quickly identified a number of issues that we could work on together. That was part of his style: he didn't teach, he didn't preach, he had no axe to grind. What he had was insight, humour and a remarkable capacity to facilitate self-questioning and reflection: he had a 'tool-kit' but he didn't carry spare parts. Our 'sessions' were always well organized and when I'd done my 'home-work' thoroughly they were both demanding and rewarding. Paul is a seriously bright 'numbers-person' (he has a PhD in statistics) and can do all the technical stuff that management consultants come out with. But he is more than that: he is also in touch with the right (creative/emotional) side of his brain. Thinking back there were three things that Paul facilitated or encouraged in me: first, he supported me to think about (or imagine) ways of 'doing things differently'; second, he emphasized the importance of 'authenticity'; third, he helped me develop additional capacity for 'resilience'. Time with Paul was all time well spent.

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