When I am making selections for my family, my home and my personal use, I consider myself picky. I take extra time to carefully select fresh vegetables and I enjoy thick fluffy towels. Although it’s easy to identify the products I’m picky about, selecting a service is no different. I firmly believe we purchase from people. And not just any person. We make purchases from people we trust.
You have a “trust meter,” and your prospects do, too. As consumers, we’re constantly gauging whether or not we trust the products we buy and the people we do business with.
One of the challenges in sales is it’s not just you that you’re peddling. In my current profession, what I most often sell people on is confidence to work with me. My prospect’s trust meter is focused on me, and they must answer the question, “Can I trust Mary?”
However, the prospect also must buy into your team, your company and your product. So, I have to focus my trust meter on my coworkers and my company. I have to know that I can trust them to provide the services I’ve promised those who’ve given me their trust.
In order to know if you, your team and your product pass others’ trust meters, it’s important that you’ve experienced your own services firsthand. You need to be the end user.
You must have a clear understanding of what your prospect will experience, who they’ll work with, what they’ll deal with, and their opinion on the outcome…as an end user.
And ultimately, your experience as the end user will give you a very clear look on whether your organization would pass someone else’s trust meter.
Here’s where you can start:
Make the purchase.
Whether you sell services or products, go through the process. Try the online version, buy it over the phone, every way your customer might use. Is it simple? Is it user-friendly? Did your team follow through with the customer’s expectations? Hopefully it will be all you expected and more. If not, you have some internal development strategies to work on—and I’m here to help.
Call in to your organization.
Did you expect a person to answer? Did they? Did you expect them to know who you, the customer, was? Did they? Did you expect them to solve your request within a finite time period? Did they? Did they meet your expectations for telephone courtesy? The higher you want your trust meter to be, the higher expectations you must set.
If the telephone test didn’t meet your expectations, you’ll need to figure out how your company will address it. In my experience, you must offer easy solutions. For example, teaching a telephone skills seminar or webinar, or outlining a signature service policy so everyone clearly understands the expectations.
Ultimately, I would never ask anyone on my team to do anything I wouldn’t feel comfortable doing, so offering these solutions is simple—and it adds to my credibility as a leader. My team can trust me.
And if you don’t have the trust of all your organization’s stakeholders, then you have nothing.