How we build trust with our clients

They work in widely different projects and also use different working methods. Understanding clients' needs and challenges and helping to solve them has become their common expertise. Per-Anders Jansson, Jochen Walter Dahlin and Jörgen Leijon are advisors at Knightec and all have a good understanding of clients' operations and business. An understanding that is needed to be able to add relevant expertise and find the right solutions to optimize the relationship between cost and business benefit. With their seniority and experience, they build trust on a daily basis and guide less experienced colleagues in the work of acting professionally and trustworthy, and always putting the client's interest at the center.

– I would like to call it an approach, says Per-Anders. At the client, I think it is incredibly important to build trust and act and react to what may be relevant to develop and drive the client's project forward. I always try to think one step further. In this way, we can help them even more, which all parties appreciate.

All three agree that whether it is clients, colleagues, or employees, success is most often based on how much trust there is between the parties.
– All operations are unique and a good understanding of our clients' business is required to be able to provide the right technical solution. By being curious and trying to see connections, you can create it for yourself and you have to actively build trust, says Jochen.

It is important to understand how trust-based business relationships develop. Trust is one of the basic preconditions. But there are also other steps that consistently lead to strong client relationships - commitment, listening, formulating the problem, and sketching out alternative solutions.
– Building trust over time comes from wanting to build client values, being committed and curious about the client's products or services, what opportunities they have and how they can be further developed. It is important to be a relevant partner, and that you actively take that role, says Jörgen.

Client-oriented, trustworthy and adaptable are keywords all three live by on a daily basis.
– Being client-oriented is about having eyes and ears open, all the time. It is about safeguarding the client relationship, pointing out and highlighting challenges that the client has, and daring to come up with suggestions for improvement. It inspires a trust that can be implemented in the relationship you have with your client, says Jochen who works with strategic issues at the client.

– Yes, and that, in turn, is about constantly working broadly and capturing new opportunities. It may be that the client themself has not yet seen a need and if we can then propose a solution, we will help the client further, Per-Anders adds.

– Another aspect that is relevant is to try to see things in the next stage. Not only our client's perspective, but also the client's client. This can lead to completely new insights into how the company can develop its client relationships and its business, Jörgen adds.

Trusted consultants create this type of strong professional and personal bond with clients. Being client-focused means always placing the client relationship first and foremost.
– When we talk about trust, it is important to remember that the key is that trust must be earned. When a client repeatedly notices that we as consultants and advisers put their interests before our own, our role as a consultant with the client grows, Jörgen concludes.