Why Experts Are Bad at Sales

Why Experts Are Bad at SalesIf you’re a lawyer, accountant, management consultant, VAR, systems engineer, financial advisor, CRM expert, architect, IT services consultant or even an HR consultant – odds are that you’re ineffective at selling.  That’s the bad news.

The good news is – it isn’t hard to get better.  If you do,  you’ll compete far more effectively against those who haven’t learned the trick. The trick is dialing back the emphasis on expertise.

Trust Sells

Let’s start with the commonsense observation that trust sells – powerfully.  If your customers trust you, many good things follow – higher close rates, lower price sensitivity, greater client loyalty, to name a few.

Trust isn’t one monolithic quality.  In the Trust Equation, we deconstruct trustworthiness into four components – credibility, reliability, intimacy, and low self-orientation.  Data collected over the years (see the Trust Quotient Self Assessment) identify the relative importance of those four factors in creating a perception of trustworthiness.

Trustworthiness Data

For example – gender and trustworthiness. When asked to guess which gender is more trustworthy, about 85% of my workshop audiences guess women; and 12,000 datapoints say they’re right.

Further, nearly all the gender difference is due to different scores on one factor. I also ask workshops to guess which factor that is, and again, they are overwhelmingly right – it is intimacy.

Score two for commonsense backing up the data.  And there’s more. Surveys of trustworthy professions show shifts over time in the least trusted professions – used car dealers one year, lawyers another, politicians another. But the most trusted profession is remarkably consistent – nurses. Again, audiences find that this “makes sense.” And tying the data together, note that of the four attributes of trustworthiness, the one most easily identifiable with nursing is, again, intimacy.

Finally, we were able to isolate six “Trust Temperaments” – differing combinations of high scores from each of the four trust equation components. The three highest-scoring pairings were the three that contained Intimacy as one of the factors.

The combination of high Credibility and Reliability scores is what we most associate with subject matter experts.  And that combination was tied for least trustworthy among the six pairs.

The level of technical mastery required by the professions, for example, is considerable, and necessary. It’s not surprising that people in such lines of work would score highest on the attributes of credibility and reliability, the two “rational” and “hard” components of trustworthiness.

The problem comes when they assume, implicitly, that what their customers most want is a massive display of that expertise. Selling in those businesses, more often than not, is dominated by exhibitions of mastery, methodology, intellectual performances, credentials and references.

But technical mastery is the least effective approach to trustworthiness.  The most effective component of trustworthiness is precisely the one that so many experts shun – intimacy.

The Cure for Expertise

There’s nothing wrong with expertise; it’s necessary. It’s just not sufficient. What’s needed are some basic intimacy skills. That means, above all else, listening.

The listening that’s required is not listening as in being quiet, or even listening as aggressively pursuing questions. It’s listening as a sign of respect; listening with no objective beyond understanding the customer.

This kind of listening is part skill, part attitude. It requires the ability to suspend the overwhelming desire to solve problems. It isn’t easy to do – but it is simple. It is accessible; it can be learned.

Another intimacy skill is the ability to take an emotional risk.  Examples of such risks include saying you don’t know when you don’t know (very difficult for experts, whose careers are based on avoiding such moments), and acknowledging feelings – your own, and those of your customers.

Most technical professionals will remain expertise-based – and ineffective at sales. And that spells great opportunity for the few people and firms who are capable of recognizing the power of soft skills in producing hard results.

This article was first published in RainToday.com in a longer form.