In today’s highly competitive economy, it is difficult to maintain a significant market advantage based on your professional skills alone. Developing trusting relationships with your clients is vital to your business success as well. No matter what business you are in, the most powerful value-added contribution you can make to any business relationship is the trust factor.

The trust factor is even more critical in today’s business climate with the level of trust in Corporate America continuing to be at an all-time low, and suspicion of “all things corporate” remaining on the rise. To make matters worse, large corporations and small businesses alike continue to use antiquated techniques, such as gizmos and gadgets, to try to win over new clients. When instead, they should be trying to address the heart of the matter by utilizing trust-building techniques that will most effectively resonate with consumers and new prospects.

Clients and prospects are in search of trust in their business relationships, but building trust and credibility does not happen overnight. To cultivate trust, it takes the risk of being open with clients and prospects. This enables them to perceive you as a real personone with strengths and weaknesses that come into play as the relationship develops. When trust is reciprocal, you will find that your confidence in others is rewarded by their support and reinforcement of what you also stand for as a business entity.

What is Trust

What is trust? Trust can be defined as a firm belief in the honesty of another and the absence of suspicion regarding his motives or practices. The concept of trust in business dealings is simple: Build on an individual’s confidence in you and eliminate fear as an operating principle.

Letting Go of Fear

Let go of fear, which restricts your ability to relate to others. Letting go frees you of behavioral constraints that can immobilize your emotional and professional development. Fear of rejection, fear of failure, fear of success, fear of being hurt, fear of the unknownall these are roadblocks to developing and growing a trusting relationship with clients. Let go of your fear of losing an account or not having the right answers. Leave all your fears at the client or prospect’s doorstep.

Other critical steps in cultivating trust are knowing who you are and knowing your potential value to your clients. The relationship that forms because of this can have a tremendous impact on your sales. People don’t just buy from anyone. They buy from people they can trust. The rapport and credibility you can establish with the trust factor go a long way toward building a client’s confidence in your ability to meet his business needs.

Trust has both an active and a passive component in a business relationship. The active feeling of trust is confidence in the leadership, veracity, and reliability of the other party, based on a track record of performance.

The passive feeling of trust is the absence of worry or suspicion. This absence is sometimes unrecognized and frequently taken for granted in our most productive relationships.

Building Trust With Care

So how do you build trust with clients? First, you need to care about them. Obviously your clients care about your knowledge, expertise, and accomplishments. However, they care even more about the level of concern you have for them. Successful trust building hinges on four actions: engaging, listening, framing, and committing. The trust factor can be realized once we understand these components of trust and incorporate them in our daily lives.

Engaging clients and prospects occurs when you show genuine concern and interest in their business and its problems. Maintain good eye contact and body posture. Good eye contact signifies openness and honesty. And your body language and other forms of nonverbal communication speak volumes about your attitude toward them. By the same token, you want to be cognizant of your client’s or prospect’s eye contact and body language.

Listening with understanding and empathy is possible if you think client focus first.
Let the client tell his story. Put yourself in his shoes when you listen to his business concerns, purpose, vision, and desires. Show approval or understanding by nodding your head and smiling during the conversation. Separate the process of taking in information from the process of judging it. Just suspend your judgment and focus on the client.

Framing what the client or prospect has said is the third action in trust building. Make sure you have formed an accurate understanding of his problems and concerns. Confirm what you think you heard by asking open-ended questions such as “What do you mean by that?” or “Help me to understood the major production problems you are experiencing.” After you have clarified the problems, start to frame them in order of importance. By identifying the areas in which you can help the client, you offer him clarity in his own mind and continue to build his trust.

Committing is the final action for developing the trust factor. Communicate enthusiastically your plan of action for solving the client’s problems. Help the client see what it will take to achieve the end result. Presumably, what you have said up to this point has been important, but what you do nowhow you commitis even more important. Remember the old adage “Action speaks louder than words.” Show you want this client’s business long term. Complete assignments and projects on budget and on time. Then follow up with clients periodically to see how your partnership is faring.

In the final analysis, trust stems from keeping our word. If we say we will be there for our clients, then we should honor that commitment by being there. Trust results from putting the client’s best interest before our own, from being dependable, from being open and forthcoming with relevant information. It is impossible to overestimate the power of the trust factor in our professional lives. Truly, trust is the basis of all enduring, long-term business relationships.

Robert Moment is an innovative business strategist and author of ,”It Only Takes a Moment to Score” and upcoming book “Invisible Profits: The Power of Exceptional Customer Service“. Robert show entrepreneurs how to successfully build and grow profitable service-based small businesses. Visit http://www.howtostartyoursmallbusiness.com and download the FREE Special Report ” 17 Profitable Ways to Turn Your Ideas into Wealth.”

Tags: branding, communication, ethics, marketing, negotiation, sales, Small Businessbranding, communication, ethics, marketing, negotiation, sales, Small Business

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Here’s a true story I’d like to share about doing the right thingeven when her job was at stake.

Her name is M. and she is an attorney who manages the legal department of an insurance company. As my coaching client I supported her through a really challenging ethical dilemma with her boss. She had finished giving her annual performance evaluations to her small team, two of whom received the highest marks. Their annual salary increments were based on these ratings.

M’s boss meanwhile was on a new track regarding performance evaluations. He felt that the trend in recent years was to for managers to be too generous. He wanted stricter accountability in certain areas and this meant lower ratings in general.

So he called her into his office one day and told her that he disagreed with one of the two highest ratings she had given. He wanted her to lower her evaluation for this individual.

M. genuinely respected her boss but felt that he was mistaken in this case. She really believed that the person to whom she had given the excellent rating deserved it. She thought it would be unfair and potentially very damaging to his morale and commitment to the job if his evaluation was lowered. So what to do?

M. had impressed me from the beginning of our coaching engagement with her deep connection to her spiritual values and how she tried to use them as guides in her work. She was nearing retirement age and was working on a Master’s degree in pastoral counseling, something she looked forward to doing at her church when her lawyer-ing days were over.

So after informing her boss that she didn’t want to change the evaluation rating of her direct report and why, he continued to pressure her to do just that. They had several conversations that didn’t create a win-win resolution.

We discussed her feelings, thoughts and options in a couple of coaching sessions. M. felt very strongly about her position and even concluded that, if push came to shove, she was willing to risk her job rather than back down on the issue. In fact, during one of our sessions, she was convinced her boss would fire her.
Fortunately for her, she was in a financial position where she could take an early retirement.

Would she have taken the same strong position on her value of fairness and honesty if she was at an earlier stage of her career? What if she had a young family to supporthow would that have affected her willingness to compromise with her boss? Let’s face it, circumstances do play a role in how far we are willing to go to do the right thing. I guess everyone’s conscience operates differently, so there really isn’t any one “right” moral course of action in so many of the situations we face. We take everything into accountour values, our feelings, our needs, the needs of others who rely on us -and then we make the best ethical or moral decision we can. And that’s not always easy!

In a coaching session, we worked through the steps listed in the “Tips” section below. M. decided to stick to her guns and to let the chips fall where they may. Doing so had an interesting effect on her boss. He stopped trying to persuade her to lower the evaluation. Instead, he took full responsibility for his decision by lowering the evaluation himself and telling the employee that it was his decision. He prepared M. for what he was going to do and she had time to think it over before the three of them met together. She decided that, even though she disagreed with what he was doing, she could live with it as long as the employee knew where she stood.

During the meeting her boss took the high road and made it completely clear that the lowering of the evaluation was totally his choice and he gave M. the opportunity to state her position. The consequence of this was that her relationship with the employee remained solid and M. felt good about herself for taking a stand on one of her core values. Her respect for her boss increased because of the way he handled the situation in the end. The employee wasn’t happy, but his feelings were balanced out some by the show of integrity from both superiors, she found out later.

Notice how M.’s taking the moral high road influenced both her boss and her direct report to do the same. Instead of initiating a nasty grievance process or resigning, her employee dealt with his setback in-house rather than going outside for help or leaving.

This story strongly illustrates the ripple effect of putting trust and integrity principles into practice at a high level. When one person does this, it seems to turn on a light for others, and that’s really beautiful to behold. It’s so easy to take our cues from others, after all we’re social animals. But then someone comes along who takes their cues from somewhere else, from a place deep inside and we call that special place by so many different names. So when a courageous person does this, then we are all reminded that we have that place inside too, and we start to dare to live from there once again. I want to encourage you to be that courageous person.

If you are struggling with an ethical dilemma at work, and aren’t sure how to move forward, email or call me, and I’ll be glad to discuss the situation with you.

Tips for Doing the Right Thing When Facing a Tough Ethical Choice:

* Take your time. Before making a tough ethical decision at work, take the time to identify the core value you feel is in danger of being compromised in the situation.

* What are your needs? Once you identify your core value at play, clarify your needs in the situation. For instance, M. needed to act with fairness and honesty, to maintain her direct report’s high morale and commitment, and to continue her good working relationship with him.

* Look for the third alternative. What are your options for getting these needs met? This can be tricky, because if strong emotions come into play, which they often do, it’s human nature to narrow down our options to one or two courses of action, usually the ones at either extreme such as giving in or getting out. There may be a third alternative you just can’t see yet for meeting your integrity needs. In M’s case, the third alternative presented itself after she drew her line in the sand. I’ve seen that happen a lot. When you take a strong stand, the other person stops trying to change your thinking and changes their own instead.

* Wait and see. Sometimes, if possible, doing nothing is the best response to pressure to do something that feels unethical or against your conscience. The person applying the pressure just stops after a while, often because they regained their emotional balance.

Joe DiSabatino helps leaders and organizations reach their goals by creating high-trust work environments. For more support and information about the importance of trust and integrity in business, visit: http://www.phoenixleadership.com

Tags: business ethics, coaching, moral dilemmasbusiness ethics, coaching, moral dilemmas

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Jorge was a young construction worker, sitting near the front of the bus. Natasha was an older lady confined to a wheelchair. She asked him about his orange safety vest, “Where do you get those?”

The vests are highly reflective and are easily seen by oncoming automobile traffic. Natasha thought that a similar vest might protect her as she crossed the street from the bus stop to her house in the evening.

Jorge stood up, took the vest off, and presented it to Natasha as a gift.

In a world that seems less concerned with the well being of others, than with grabbing what you can, Jorge’s selflessness stands out as a welcome gesture.

In our personal lives and the business world there is room for improvement in manners and etiquette. In the business etiquette training video America the Rude, the lack of good manners and honesty is pointed out as a growing problem.

“As common courtesy becomes less common and good taste is all but a contradiction of terms, Americans continue to push the envelope of socially acceptable behavior. Does the Golden Rule still apply, or are people too busy to care about the feelings of others? This program probes the apparent erosion of decorum in the United States, which has had a profound impact on respect for authority, trust for one another, and willingness to give a helping hand. Experts include Professor Stephen Carter, of Yale University; psychologist Arnold Nerenberg, author of Overcoming Road Rage; and Pier Forni, of Johns Hopkins University’s Civility Project.”
— Ad copy for America the Rude

Doing nice things for people should be the norm, not the exception. In our shrinking world, we need to make the effort. We still need to adhere to the golden rule, “Do unto others as you would have them do unto you.” Is that really so hard? Of course, if were easy, we wouldn’t need training videos like America the Rude, which is actually the first tape in a two-part series called Truth and Consequences: Is America Going Downhill? The second video is called Liar, Liar, Pants on Fire.

Lies and rudeness seem to be so prevalent that small courtesies really stand out. This is good for people and businesses that do practice polite customs like expressing pleasantries and sending thank you notes.

Who really wants to be an oaf or a bumpkin? In today’s world it’s easier than ever to be a gentleman or a lady. Sometimes all it takes is a smile, a nod of recognition, or the gift of a used plastic vest.

Don Doman is a published author, video producer, and corporate trainer. He owns the business training site Ideas and Training (http://www.ideasandtraining.com), which he says is the home of the no-hassle “free preview” for business training videos. He also owns Human Resources Radio (http://www.humanresourcesradio.com), which broadcasts HR and business training information, program previews, and training samples from some of the world’s great training speakers twenty-four hours a day. You can listen and learn on Human Resources Radio.

Tags: ethics, etiquette, manners, rudenessethics, etiquette, manners, rudeness

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