Ethics that Sell

Sales professionals navigate a maze of ethical issues every day. It's not just about avoiding the obvious pitfalls, such as inappropriate gifts-everyone knows the proper name for inappropriate gifts-but it's also about a more subtle game. You can be a little too enthusiastic about your product, over-promise a little, forget to mention some of the information, or amplify your competitor's shortcomings. What if all your competitors are engaged in the same tactic? These situations can be complicated, often demanding deep understanding that formal training may not provide.

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Ethical debates often proceed in the realm of philosophical platitudes — discussions of right and wrong, good and bad. When there is no hardship, it is easy to be ethical, and some people like to pretend as long as it cost nothing. Unfortunately, these moral absolutes can be of little help to a salesperson who finds himself or herself in an ethically complex situation. Sometimes the pressure on salespeople is almost unbearable; they feel that their personal interests or those of the company are at stake. They may then resort to the "jungle code" — a struggle for survival that justifies unethical behavior as a necessary evil.

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Is it like a poker game?

In 1968, Albert Z. Carr published an article that generated much discussion in business literature. The article, “Is Bluffing in Business Ethical?” argued that we should “put illusions aside” and that there was nothing wrong with a little bluffing because business is like a poker game. And that you can’t help but be a little unethical, even if you preach things like “It pays to be ethical” or “Good ethics is good business.” Because that is not an ethical attitude either, but a “disguised self-interest calculation",” since one expects long-term profits as a consequence of one's “ethical” behavior.

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Fortunately for us, today we can not only observe the discussion that took place in the past, but also see the practical consequences of that discussion. In 1988, Norman Bowie noted that most companies that have consciously adopted Carr’s view of business as a poker game have suffered badly. Deceptions, no matter how insignificant, can provide short-term benefits, but are exposed over time. Bluffing, exaggerating, and concealing information not only risk detection, but also undermine the spirit of cooperation and trust.

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Trust in Business: More Than Just a slogan

Trust is a central concept of ethics and the cornerstone of any relationship, personal or professional. However, the term has become such a buzzword in the business world that its true meaning seems diluted. Companies often use "trust" as a slogan, neglecting the saying: "Never trust a man who says, 'Trust me.'" Although the term is overused, the critical role that trust plays in successful business relationships cannot be overstated.

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Trust(ing) requires trustworthiness, which is built and reinforced through promises, commitments, offers, expectations, and explicit and implicit agreements. In this context, trust isn't just about belief, but also about demonstrating consistent trustworthiness. The difference is simple: either you're trustworthy or you aren't. Naturally, people tend to form lasting partnerships with those they deem trustworthy.

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The psychological basis of trust is equally compelling. Deceptive behavior goes against human nature and is often betrayed by subtle signs: nuanced changes in facial expression, body language, or tone of voice. Experienced businesspeople, adept at detecting these signs can quickly assess whether someone is trustworthy.

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Most people inherently want to be trustworthy, especially when it comes to long-term partnerships. Studies show that “deception guilt" - the emotional toll of a deception - is the greatest when the deceived party is a long-standing, respected, and well-liked partner who is least expects dishonesty. The emotional bond acts as a deterrent to deception. Not only is it more emotionally fulfilling to maintain a relationship based on positive feelings, but it is also more practical. The likelihood of deception decreases when both parties have a healthy, relationship.

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A single dishonest act, untruth, embellishment, or even deliberate distortion of facts can crumble the trust that is the foundation of long-term business relationships. Unlike personal relations, where betrayal might eventually be forgiven (though rarely forgotten), professional settings are less forgiving. With alternative collaborators just a phone call away, trust once broken often signals the end of a business partnership.

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The slippery slope of unethical buyers

Sales professionals not only need to keep an eye on their ethical compass, but also be wary of those on the other side of the transaction. The term “unethical buyer" may sound harsh, but it is an unfortunate reality in the business world. Some buyers exploit their buying power to demand unethical favors, using euphemistic terms such as "gifts" or "token of appreciation." Salesperson who give in to these demands may close a deal, but lose their ethical integrity in the process, with long-term repercussions. There are no easy solutions, but standing one's ethical ground can and often is the catalyst for change.

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Conclusion: the long-term benefits of ethical sales behavior

We're all human and temptations are there to test us. The antidote is knowledge, the knowledge that honesty pays off and can be a big part of your sales success. In an age where short-term profits are often prioritized, it's easy to forget that ethics aren't just a moral obligation, but a strategic advantage. Ethical behavior can set you apart in a market saturated with options. It gives you a reputation that no advertising can buy— - the reputation of trustworthiness and reliability.

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This article is using two screenshot images from animated sitcom “The Simpsons”.?