Trust building in sales the risky technique that will fast track you to trusted advisor status

Think of how you worked to develop trust in your last sales engagement... You probably: Engaged with the prospect Listened to their challenges Framed their challenges in a rational way..

The secret ingredient of

Trust-Building

in Sales

The risky technique that will fast-track you to ‘trusted advisor’ status

If you’re reading this,

it means you care

about sales.

If you’re reading this,

it means you care

about sales.

(That probably makes you a good rep.)

But many good reps stop short of being great

— because they’re missing a key ingredient:

Reps that are consistently

trusted by clients and prospects:

Close

deals faster.

A trusted rep needs less time

to get proposals considered and accepted.

Spend less

time chasing business.

A trusted rep doesn’t have to

wait for RFPs; clients actively

contact them for advice.

So far, so obvious.

And because

they don’t apply it,

they miss out

on the biggest

and best

opportunities.

Think of how you worked to develop trust

in your last sales engagement

Think of how you worked to develop trust

in your last sales engagement

You probably:

Think of how you worked to develop trust

in your last sales engagement

You probably:

Engaged with the prospect

Think of how you worked to develop trust

in your last sales engagement

You probably:

Engaged with the prospect

Listened to their challenges

Think of how you worked to develop trust

in your last sales engagement

You probably:

Engaged with the prospect

Listened to their challenges

Framed their challenges in a rational way

Think of how you worked to develop trust

in your last sales engagement

You probably:

Engaged with the prospect

Listened to their challenges

Framed their challenges in a rational way

Envisioned a future in which these challenges were solved

Think of how you worked to develop trust

in your last sales engagement

You probably:

Engaged with the prospect

Listened to their challenges

Framed their challenges in a rational way

Envisioned a future in which these challenges were solved

Committed to delivering a solution

Think of how you worked to develop trust

in your last sales engagement

You probably:

Engaged with the prospect

Listened to their challenges

Framed their challenges in a rational way

Envisioned a future in which these challenges were solved

Committed to delivering a solution

These are all great ways to build trust

with your clients and prospects.

But if you only do these five things, you’re not building the kind of trust that keeps clients coming back to you time and again.

Here’s why:

Business

decisions are never purely rational.

They’re made by people with

normal, human fears, worries

and insecurities

Lots of

challenges remain

The best reps know there’s one more thing you need

to do to gain the client’s complete trust:

The best reps know there’s one more thing you need

to do to gain the client’s complete trust:

Most reps

stop at rational framing:

articulating the client’s explicit

business challenge back to them,

clearly and concisely

Very few

articulate the

unspoken

concerns they sense in the

room.

Very few

articulate the

unspoken

concerns they sense in the

room

And it’s no wonder why

Emotional framing

is hard

And it’s no wonder why

You’re raising

issues that no

one wants to be the first to raise

It takes

courage,

It takes

courage,

You have to forget

(temporarily) about the deal.

Forget about

yourself and what’s

at stake for you.

And put all your

focus on surfacing the problem.

In a respectful and tactful way.

If you see a decision-maker furrowing his or her brow

If you see a decision-maker furrowing his or her brow

If you hear sighing or tutting

If you see a decision-maker furrowing his or her brow

If you hear sighing or tutting

If you see meaningful glances being exchanged

If you see a decision-maker furrowing his or her brow

If you hear sighing or tutting

If you see meaningful glances being exchanged

If you sense anything unspoken that might derail the decision

Get it out into

the open

But do it carefully and sensitively.

Use ‘naming and claiming’ phrases to raise the issues

in a safe way:

“Is it just me, or…”

Use ‘naming and claiming’

phrases to raise the issues

in a safe way:

“Is it just me, or…”

“I may not have followed this completely, but I get the feeling…”

Use ‘naming and claiming’

phrases to raise the issues

in a safe way:

“Is it just me, or…”

“I may not have followed this completely, but I get the feeling…”

“I hope I’m not stepping out of line bringing this up, but I’m getting the feeling that…

Never place blame

Your aim is to surface and fix underlying issues You should never make anyone feel picked-on

or uncomfortable

Always aim for

a solution.

Help the people in the room to agree actions they can take to address the emotional issues

For real life examples,

check out our blog post.

Emotional framing

is tough…

…but it’s worth it:

Deals close faster – and fewer go to ‘no decision’

…but it’s worth it:

Deals close faster – and fewer go to ‘no decision’Customers come back to you for advice

…but it’s worth it:

Deals close faster – and fewer go to ‘no decision’

Customers come back to you for adviceYou get involved in bigger and more strategic purchasing decisions

…but it’s worth it:

Deals close faster – and fewer go to ‘no decision’

Customers come back to you for adviceYou get involved in bigger and more strategic purchasing decisionsYou build longer-lasting and deeper relationships

…but it’s worth it:

Deals close faster – and fewer go to ‘no decision’

Customers come back to you for adviceYou get involved in bigger and more strategic purchasing decisionsYou build longer-lasting and deeper relationships

You get more referrals and cross-sell opportunities

Wouldn’t you

like some of that?

We spoke to Charles Green, co-author of

The Trusted Advisor, about techniques for

building long-lasting trusting sales relationships

Read the interview