Another extraordinary business fable from the New York Times bestselling author Patrick LencioniWritten 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.

Introduction vii The Fable Part One: Theory 3 Part Two: Practice 17 Part Three: Research 69 Part Four: Testimony 119 The Model The Origins of Getting Naked 195 Naked Service Defined 197 Shedding the Three Fears 201 Broader Applications of Nakedness 214 Acknowledgments 215 About the Author 219

Praise for Getting Naked "I've experienced the 'naked' approach firsthand and can say withconfidence that this book will transform the way we view client service. I wish every one of my vendors would read it and follow its advice." —J. Miles Reiter, chairman and CEO, Driscoll's "Lencioni has written the definitive primer on how to build relationships in business (and in life) that are at once authentic, fruitful, and lasting. Getting Naked is a must-read." —Andy Lorenzen, senior manager, organizational talent strategy, Chick-fil-A, Inc. "Lencioni's message on vulnerability really hits home. I can't imagine a service provider who wouldn't benefit greatly from the lessons in this insightful book." —Tony Bingham, president and CEO, American Society for Training & Development (ASTD) "I couldn't put it down. Another page-turner with a quietly powerful message from Lencioni." —Mike Faith, president and CEO, Headsets.com, Inc. "Put your feet up, check your ego at the door, and read Getting Naked. It's such an enjoyable read, you may finish the book in one sitting, but you will remember its message forever." —Ken Blanchard, coauthor of The One Minute Manager® and Helping People Win at Work

Author, speaker and management consultant Lencioni (The Three Signs of a Miserable Job) preaches a business model that may seem antithetical to many, which he calls "getting naked": being unafraid to show vulnerability, admit ignorance, and ask the dumb questions when dealing with clients. Lencioni's central argument is that by focusing on sales, rather than communication, consultants miss the key part of their job-consulting-and therefore lose out on valuable long-term client relationships. Presented mostly as a parable about a management consultant trying to reconcile two firms in a merger, Lencioni's latest is entertaining as well as informative, with a message that sticks (heavy-handed though it may be). Straightforward and widely applicable, Lencioni's advice should prove useful not only for business consultants, but anyone trying to build long-term client relationships. (Feb.) (PublishersWeekly.com, February 22, 2010)