Here's the second in our four-part series on trust...a great series to work through with your entire team.
Last week we ended with the three questions your clients are asking about you.
I gave several practical actions you can take to build trust at each level.
Click HERE to revisit those.
Today, we'll go deeper on the first question focusing on building personal trust.
This is where the client or strategic partner is asking Do I trust you?
From the client's perspective, there are four perspectives that roll up into Do I trust you?
(Hit reply and let me know if you see the Easter Egg in that framework!)
More on building personal trust in each of these four areas below...
Oh man, I LOVED having friend and strategic partner James Barclay of Passle on the show this week!
James is my favorite digital content guru for expert-driven professionals, and his insights were fantastic.
If you've wondered how to create magnetic digital content for your marketing and BD, James and I will show you how.
CLICK HERE if you want to learn how to successfully use digital content.
CLICK HERE if you want to learn how to build trust in a digital world.
CLICK HERE if you want to learn how to focus your digital content on connecting with clients.
CLICK HERE if you want to learn how to keep your momentum going (and practically speaking, we talk about how to start a podcast too).
These were four power-packed and practical episodes!
James is a gem!
OK, back to personal trust.
Let's tackle the Do I trust you? perspectives one at a time.
Do I trust your technical abilities?
This one is foundational.
You have to have the goods.
But just as importantly...
You have to communicate you have the goods.
Things to do:
Do I trust you'll get things done safely and on time?
This one's best conveyed through action.
Example: simply sending something to a prospective client earlier than expected sends a stronger message than saying you get things done early.
Specific action: You'll win the battle of expectations based on the date you promise things, not through some herculean effort near the due date.
This isn't my strong suit, so I try to add buffer time when I promise something. Simply put, I try to add one "unit of time measurement" to my in the moment promises.
If my brain says I can do it in an hour, I suggest a day. If I think I can do something today, I ask if this week would be OK.
When I remember to do this, it works great. And hey, aren't we all a work in progress?
Team question: What can your best team member teach others about how they convey they are a safe choice?
Do I trust you "get" me and my business?
From the client's perspective, this is intuitive.
No spreadsheet needed; they just feel it.
Two great ways to convey "getting them" are:
Do I trust you have my best interest in mind...or yours?
Saved this one till the end. It's big.
This is gut level.
Building trust like this is hard to describe, but there are some practical things you can do.
I end with the client asking Do you have my best interest in mind...or yours? for a reason.
It's the most important.
I end that section with staying in touch when there's nothing to purchase for a reason.
It's the most important element of that perspective.
All four elements of trust are important.
Expertise matters, but it's tough for a client to tell who's technically better.
Getting things done safely and on time is table-stakes once you prove that's the way you operate.
And many people can "get" someone and their business.
But the client feeling like you have their best interests in mind?
That's the game-changer.
I hope you use everything in this article.
But make sure you do one thing.
Create a mechanism to stay in touch with your most important clients when there's nothing to purchase.
Here are our best practices to do just that: High Impact Relationship Deepeners. (This is great to scale across a team.)
Managing your opportunities is important. You know our content–we have great ways to do this. You have to get it right to get the deal.
But I'd put even more effort into managing trust.
Staying in touch and adding value when there's nothing to buy.
Those little ongoing efforts are the things that make a BIG difference.
Imagine a group of your clients deciding on who to use for an important engagement.
People's careers are on the line. This is a big deal. Big numbers.
When the stakes are high, one thing will determine the winner.