A little while back I was asked a simple yet profound question by Tom Hines from the Monitor Group. It’s a question that over the years, I continue to get from clients – and clients from all over the globe, no less.
It seems no matter where you are from or what services your organization offers, there is a focus on closing the sale through the official “sales process.” And yet, everywhere, people are either already aware or starting to take notice that its the softer side of sales that pushes the “sale” towards establishing a lasting client relationship.
So – why don’t more organizations teach trust? Well – here’s my top ten list that may shed a little light on the subject.
This recently from Tom Hines of the Monitor Group.
“My question to you, Charlie, is simple, but something that I’ve been struggling with for some time now. If every CEO or other senior leader (or at least the great majority) seems to agree that success in selling is in some part attributable to trust based selling concepts, then why do they spend virtually all of their training $$ on sales process, closing techniques, etc. It seems like a dirty little secret that this is nothing but a waste of money.”
“I have worked with literally hundreds of sales people over my career and no process, qualification questions or closing technique ever works without establishing trust as the foundation of any client relationship. So the question then is why don’t organizations prioritize and invest in helping their organization understand the dynamics of trust and use that as the foundation of any other program they try to implement? It seems to me that they spend a great deal of money on “quick fix” programs that do nothing to change behaviors and belief systems about the importance of trust and how it is the only way to improve performance.”
Well, Tom, no surprise, you’re preaching to the choir. But I know you mean the question seriously too, and I too take it as a serious question.
Why is it that things are that way?
Here’s my Top Ten list for why organizations, especially sales organizations, don’t invest more in trust.
10. Fear–of looking wussy, as in Real Men Don’t Play Trust Games.
9. Thinking that business is about competition. It’s not. It’s about commerce.
8. Fear—of someone taking advantage of us; hence do unto others before they do unto you.
7. Bad long-term logic. We are dominated by financial logic, internal rates of return and present-value discount rates. That belief outlaws any investment beyond about 25 years. The parent of a child operates on a longer timeframe, not to mention entire nations in Asia.
6. Inability to defer gratification.
5. A Hobbesian hangover. The continued belief, fostered by ideologue economists and politicians, that the world is an evil place—life is nasty, brutish and short–and therefore the best defense is a good offense. Even if the premise were true (I have no position on it), the conclusion certainly is not.
4. The cult of rationality. Belief that only “scientific” management works; forget passion, belief, relationships—and trust.
3. Over-emphasis on measurement. The belief that “if you can’t measure it, you can’t manage it.” Just think about that. False on the face of it.
2. The cult of short-termism. Here-now, bird-in-hand, payback time, fees-not-interest, outsource, monetize—it all adds up to transactions, not relationships. Not good for trust.
1. Fear—that someone will find out who you really are if you don’t manage your image. So tighten up, spin everything, and get out of Dodge before they can spot you for who you really are.
What’s your answer to Tom’s question?