Access and Accuracy: being a Trusted Adviser
In my continuing career(s) in national security and management consulting, I have begun to wonder if my role is (at times) not that different to being an adviser in the imperial court of a medieval ruler. Without the threat of execution, of course…and perhaps a few others things. Regardless of how close these scenarios may actually be, there is a learning that is emerging for me: I call it, "access and accuracy".
If modern interpretations are correct, in the imperial court there is a delicate line for the royal adviser to walk that must consider:
not wanting to lose favour in the eyes of the ruler by (even unintentionally) offending their honour, insulting their intelligence or countering their existing strategy etc. In some cases, this descends into little more than flattery and disingenuous hero worship, all based on the fear of being cast out or being killed, spiralling into "Yes-Man" (sycophant) territory
and
telling the truth, sticking to one's conviction, providing objective advice - no matter the personal consequences
In the heat of the moment within the imperial court, it is easy to think that only one path can be chosen. But not if you play the "long game", which I think is one of the key attributes of a trusted adviser. Access and Accuracy. Both are needed and can even be complementary; a virtuous circle.
Firstly, access. Before an adviser can even hope to shape and influence, they need access (to a decision-maker). Simplistically, access could be viewed as things like:
- being in the same meeting
- being connected on LinkedIn
- having their contact details
- being "important" enough to appear on the leadership org chart
But access is (much) more than that. Access is being in a position to influence the decisions of a decision-maker; to be involved in, consulting in or being aware of the decision-making process. For an adviser, demonstrating the following can be crucial to “gaining access":
- Credibility / Experience
- Empathy
- Dependability
- Aligned purpose
- Awareness of and sensitivity to the political environment (i.e. people and relationships)
- Nuanced understanding of the operating environment
- Vision and strategic foresight
Ultimately, the decision-maker needs deep confidence and assurance that the adviser has an appreciation of the complex environment they operate in; that analysis and advice isn't occurring in a vacuum - void of the realities that impact and constrain empires, nations, markets, organisations, groups and individuals.
Access is only the beginning, though. Access is a means to the end, not the end. Accuracy includes the following:
- Good analysis, judgement and insight, based on relevant, contemporary data (evidence)
- Actionable recommendations (to help the decision-maker consider the many trade-offs and make difficult decisions)
- Consideration and communication of risk and uncertainty (including how to navigate, manage and exploit risk and uncertainty)
- Detachment of ego and emotion from the advice process (a willingness to revisit, reconsider and reshape)
Without access, the adviser has limited ability to shape and influence, even if the advice is gold. The advice is kept on a shelf and does not see the light of day.
Without accuracy, the adviser becomes just another Yes-Man. The decision-maker needs more - even if they don't admit or ask for it.
For the (trusted) adviser, access and accuracy are not linear steps. They are a positive reinforcing feedback loop, with a constant focus on improving both.