We Are All Salespeople At Birth

by Jacques Werth

As new born infants, our survival depends on how well we can manipulate adults, usually our parents, in order to get what we need to thrive.  We are instinctively programmed to keep trying all kinds of tactics to get nourishment, comfort, and safety.  Fortunately, our parents and most other adults are programmed to respond well to this.  We then continue to learn manipulation and persuasion techniques as our lives go on.

By the time we are in our teens, we have been inundated with hundreds of different marketing, advertising, and sales tactics.  In response to those tactics, we learn how to resist the techniques that others use on us to try to make us do what they want.  This is the origin of sales resistance.

Sales experts are constantly developing new methods intended to negate our sales resistance.  However, no matter how subtle or persuasive their methods may be, most people have learned to intuitively sense it when they are being pushed or preyed upon.

Nevertheless, we have to buy stuff that we need and want.  Given a choice, we prefer to buy from a person whom we trust.  We also want to be trusted by others.  It’s not easy to become the kind of salesperson that people feel like trusting.  There is so much unlearning to do.  However, when we succeed at that we are far happier with our lives.

The “All Buyers Are Liars” Trap

by Jacques Werth and Carl Ingalls

The belief that “all buyers are liars” is a trap.  It sets up the salesperson for failure.

“All buyers are liars” is also a self-perpetuating belief that makes itself true, once you’ve fallen for it.  The belief makes you do things that sabotage trust.  Salespeople who exaggerate the benefits and ignore the negatives can’t be trusted by their prospects, who often respond by lying about their buying intentions.

However, you don’t hear “all buyers are liars” from the top producing salespeople.  They know that they are more likely to get the truth from prospects when they themselves are completely truthful.

Mistrust breeds mistrust.  If you think your buyers are liars, they will probably think the same about you.

Driving Your Customers

Watch your language. Driving is what we do to sheep. Is that how you feel about your customers? If so, it probably shows. If not, then be careful about the language you use, and the messages it sends.

by Carl Ingalls

Watch your language.  Driving is what we do to sheep.  Is that how you feel about your customers?  If so, it probably shows.  If not, then be careful about the language you use, and the messages it sends.

If you don’t respect your customers, and you don’t show this in every detail, you can’t expect them to respect you.  Lack of respect leads to lack of trust, and we all know what that does to sales.

Persuasion vs Trust

It’s harder to trust someone whose first thought is to influence my purchase decision, even if their intentions are good.

by Jacques Werth and Carl Ingalls

It’s harder to trust someone whose first thought is to influence my purchase decision.  Even if I can see that they only want to steer me toward something they think will be good for me, I know that they are not focused on listening to what I want, and that it’s going to be a time-consuming transaction at best.  If I wanted their help in making a purchase decision, I would ask for it.

Trust takes more than just good intentions.  Knowing that someone’s intention is to persuade me to go with something that they believe will be better for me is not enough, and especially if they haven’t listened.   Many terrible things have been done by people with good intentions.   I also need to trust in their ability to hear me well, and also in their ability to make good judgments based upon what they hear.  If they start out with anything at all that suggests a desire to influence me, then they have failed on both of those counts.

I would rather do business with someone who listens to what I want and helps me get it, than with someone who wants to change my mind.