Many organisations fail to even ask how much they are trusted, despite trust being the most powerful driver of their performance.
But once you ask that question (and you should), the next one is ‘Why’ and 'What for'? Clearly, if you don’t know that, you can’t do anything about it.
Customers don't buy from people they don't trust – and people don’t work for organisations they don’t trust.
This aphorism is at the very core of the services and sales process. Trust is a key interlocking component that underscores everything you do as a business and without it you probably don’t have a business.
One of our clients calls his sales process “the efficiency”, and our HuTrust trust building approach “the interlocking effectiveness”.
Working with this sales director and many other clients, we have shown that this is a correct approach – often achieving more than 30% sales improvements within weeks in call centres and personal selling.
When I worked in advertising in Vietnam in the mid 1990s, the Vietnamese government – still hardline Communist at the time – saw advertising as a social vice. Indeed, it was number 7 on the list of vices. Ahead of gambling and prostitution and on a par with beer.
We were not high on the list of most trusted consultants.