If You Want to Build Trust, Don't Lie.

For many years, I struggled to call myself a salesperson or to tell people I worked in sales. I know some of you have felt the same. Perhaps it was from that look on people's faces or that instant impression from some folks that salespeople will say anything to get your purchase and can't be trusted. They likely experienced a TV trope like a shady used car salesman in an ill-fitting suit who oversold them a car and were turned off by the entire profession.

Those of us in sales and business development need to take that as an opportunity to change the impression of our work. This idea isn't anything new, as consultative sales is a solidified concept, but often the hard work is in the doing, not the knowing.

Being a consulted and trusted advisor on purchasing decisions is about being forthcoming and honest with your intentions and motivations. Borrowing from Sandler Selling, the concept of upfront contracts, calling out that you are looking to make a sale, and what sale that is upfront if the conditions are right, helps build trust and credibility.

This method also requires being honest about your solution's ability to solve their problem and what challenges may still exist. If you have a silver bullet for their issues, tell them. If you don't, tell them that too. Explain what you can actually do. Sometimes, telling them what you cannot do can build more trust than telling them what you can.

Additionally, by being forthcoming and honest about what you are looking to achieve and what you will get from making an ask gives face or shows respect to the person as you recognize how they can help you and are now in a vulnerable position that can be rejected. Vulnerability can build trust if reciprocated.

This style requires one to be particularly adept at both asking great open-ended questions while also providing subject matter expertise and insight on the area of focus. No one wants to sit through a show-up and throw-up presentation that doesn't address their concerns, and similarly, no one wants to be asked a hundred useless questions in a check-box interview.

Finding the balance between asking the right open-ended questions to get potential collaborators to share the critical data you need to speak directly to their concerns and sharing expertise that demonstrates your value as a consultative partner is the crucial key to success. Asking thoughtful, open-ended questions demonstrates care into their situation and intelligence about the field. Sharing relevant information about solutions allows you to build credibility as the trusted expert.

People want to buy from people they like and no one likes someone they don't trust. Trust takes honesty and also, credibility through care and expertise. Selling is simple: if you want to build trust, don't lie.