We just led a webinar on how to take a trust-based approach to building C-suite relationships. (We decided in the moment that we should call it the Hirsch and Howe Show.) There was a great question asked that we didn’t have time to adequately address, so we’re taking a moment to share our thoughts here.
While trust is important to every professional relationship, in the troubled world of financial advice it’s never mattered more. It really doesn’t matter how well a portfolio performs, if your client doubts your sincerity or questions your true intentions the relationship is doomed.
The bottom line: Demonstrating that you are a trustworthy small business starts long before you land the job and continues long after the job is done. It also requires seven key practices, all with “big” mindsets behind them. Which practice are you most inspired to put in place, starting now?
In Part 1 of Four Essential Factors for Building Trust with Sophisticated Buyers, I suggested that even though trust-based selling is far from formulaic, it helps to approach it with a formula in your back pocket: the trust equation.
Most people usually don’t think of empathy as having much business value. In fact, you might think if you start empathizing with your clients, you’ll lose your edge
; you’ll appear “soft;” you’ll lose business. Here’s a compelling story* about a global firm that turned that conventional wisdom on its ear and transformed a big loss into a big win.
I lead workshops in different parts of the world that can consume me for days at a time. Heaps of work emails pile up in the meantime. And because I’m slightly obsessive about being responsive, I believe in using auto-replies. A few months ago I started experimenting with unique and sometimes quirky ones (for me). Little did I know they would cause quite a stir.