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Build Trust Fast |
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First published in the in the December 2007 Inside View Newsletter. |
If you can inspire trust quickly and then avoid sabotaging it early in a business relationship, then you should do well in a sales role. It isn’t the only way to succeed however, it makes up for a lot of other deficiencies. Some people seem to make us feel right about trusting them earlier than normal caution dictates. Grifters covet this ability. Without it, few mark’s could be convinced to part with their cash. Sales people are little different to grifters in the minds of many. Having the added encumbrance of a declared sales role, ability to win the trust of a sceptic is a bit more bankable than a generous compensation plan. Trust is often spoken of as a definite thing. Either you have someone’s trust or you don’t. Yet trust comes in a thousand grades of confidence. How far would you trust your best friend? Perhaps you feel happy about blindly falling backwards into his arms. How about giving her your pin code? Maybe your bond is true and you would happily sit astride the shoulders of your best buddy as he walks a ten inch plank bridging the top of two five storey buildings. Nerves of steel huh? Try this test. List your close friends and loved ones in your mind and as you think of each person, consider trusting him or her with knowledge of your skeletons. Maybe you don’t have any, or non that you can admit to yourself. Saying that you trust a person is almost meaningless if you don’t qualify how you are using the term. The statement, ‘I trust you to tell me the truth’ is much stronger than ‘I trust you to collect my dry cleaning’. Thinking, ‘I trust you with information that could get me fired’ is not the same as agreeing to be open and honest. I recently bought a used car for my 17 year old son who is learning to drive. The sales person who sold it, demonstrated the ability to build trust fast. My wife made the first contact and she trusts easily so I was the sceptic, at least until I met the salesperson. To be fair, I should point out that the car came from a specialist retailer with a showroom rather than from a used car lot. The quality of the bricks and mortar go a long way towards establishing credibility. Nevertheless, the salesperson concerned built trust fast. The judgment I made in the first few seconds was largely based on first impressions. Then, as our conversation developed, Vince (not his real name) reinforced my perception in several specific ways. Examining my experience, as best I can in retrospect, here is a list of the things on his side. Eye contact and facial expression There are fifty-three muscles in the human face. They are employed to communicate ones thoughts. What we think always appears on the outside for all to see. The act of interfering with this connection communicates the necessity to hide something and creates a feeling of miss trust. In business-to-business communication, people have less of themselves invested in the transaction so it is easy to convey disinterest. As soon as either side raises important issues such as price and suitability, the face gives up it’s owners thoughts. Facial hair makes it more difficult to read facial expression and so works against sales people who wear a beard or moustache. Vince made good eye contact. His facial expression communicated openness and confidence without arrogance. He was communicating honestly. His face said so. His facial expressions were in step with his words and his confidence in the car. Good appearance, stance, gait, posture, build, height, weight, and health Numerous studies indicate that those who are pleasant to look at are easier to trust. Vince had a neutral pleasantness about him. His stance and movement seemed natural. He appeared smart and tidy without being overly so. He respected personal space. He appeared healthy. There may not be much that a salesperson can do about his or her looks. The important thing is to make the best of them. Appearance plays a significant part in building trust. It is difficult to compensate for failing to create the right visual first impression. Voice Good enunciation makes it easier for listeners to understand. Familiar pronunciation has the same affect. While place of birth usually dictates pronunciation, Sales people can pay attention to their enunciation. As unfair as this may seem, an unfamiliar regional accent combined with poor enunciation is very likely to undermine trust. Vince is a local lad so he sounded familiar. He also spoke well, clearly articulating his words and sentences. Other aspects of voice such as pace, volume, and tone have the power to build trust fast. We are more likely to trust someone who sounds like us, who speaks at a similar pace and at a similar volume. Verifiable Proof Fast on the heels of making a good first impression is a sales person’s ability to present verifiable facts rather than hyperbole. Vince did this by having the car’s documentation in his hand when he greeted us and by referring to it as he answered our questions or spoke about the car. Throughout our engagement, Vince continued to speak factually. By this, I mean that all of the information he provided, could easily be checked for it’s accuracy. No Pressure When a I sense pressure being applied by a sales person, my instinct is to interpret it as desperation. Sales people are supposed to progress a sale to it’s conclusion, either positive or negative. In this case, we found ourselves trusting Vince and the whole thing progressed naturally. Trust is dismantled when the customer feels the natural progression of a sale as pressure. It is in the subtle differences in perception that moving a sale forward can be perceived as pressure. Early in a business relationship, trust is a fragile thing that needs coaxing into maturity. It cannot be left to chance because the default condition is to distrust a sales person. The part trust plays in a sale depends on a number of factors. Immediate and substantial advantages such as the perception of getting a good deal or gaining some unusual bonus or benefit, lessens the importance of trust in the sales process. Purchases that depend on ongoing support, supplier relationships or co-operation, increase the importance of trust. In general, higher value purchases increase sensitivity to trust issues. Complex solutions or services tend to be more dependent on trust. Simple products or solutions are easier to evaluate and less reliant on the integrity and honesty of the supplier. Offering outstanding value and a gold plated guarantee may be an alternative to building a trusting relationship. If your differentiation isn’t obvious or if your proof is subject to interpretation, becoming an expert at developing trust is essential. Being trustworthy isn’t enough. In sales, the customer must behold it. Article by Clive Miller
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