Trust is the fuel
The quality of our relationships often has a significant effect on how satisfied we are with our lives, including our work lives. Relationships are critically important for business development and in day-to-day practice, since they can open the door not just to new business but also to a wide variety of professional opportunities and resources. Who you know frequently influences what you get to do.
I’ve written extensively on relationship-focused topics like internal and external networking, reestablishing relationships, building a peer network, etc. Today, let’s focus on what makes any kind of relationship work, professional or personal: trust.
During the early days of the pandemic when many parts of the country were shut down, I advised client after client to pick up the phone and call their clients and contacts—just to see how they were doing, not to further any business development objective. Those who followed this suggestion often discovered that the people they called appreciated the human-to-human connection. This wasn’t intended to be a slick trick to get more business, just a way to connect, to demonstrate that the lawyer placing the call cared about the person they’d called, not just what that person could do for them. Even so, the calls often paid business dividends. More importantly, they helped to build (or to further) trust.
Trust is the fuel for lasting business relationships with clients and colleagues and pretty much anyone else, too. Think about it this way: whether you’re facing a difficult personal situation, a challenging client matter, or a high-stakes pitch, wouldn’t you prefer to work with someone with whom you’ve developed a relationship of trust? So would most clients.
Being trustworthy requires:
Doing the right thing. And doing things right.
– Don Peppers
Other than personal contacts made in times of crisis, what else builds trust in business? It’s a limitless list, but a few ideas that might serve as a springboard for your own:
- A sense of partnership. Not “I’m doing this for you,” but “we’re in this together.”
- Meeting the other party’s preferences, where possible. When you make things easier for a client, whether that’s following their preference for email vs. telephone communication or sending regular reports so they’re always up-to-date on a pending matter, you’re building trust by conveying the message that you’re working to make their experience as friction-free as you can.
- Avoiding surprises for your client. If an invoice is larger than usual, for example, you might give your client a warning your client before sending the invoice.
- Inviting your client’s substantive input where appropriate and giving them time to offer their thoughts. Inviting input with a deadline that would require your client to drop everything to respond in time, on the other hand, telegraphs the message that you aren’t aware of (or you don’t care about) their other demands.
- Letting your client know when they might expect to hear from you when they call or email you and you aren’t immediately available… And then following that timeline.
- Proactively providing information or suggestions that are useful to your client shows that you’re aware of their needs and on the lookout for helpful resources.
These and other simple steps let your client know that you’re paying attention and worthy of their trust. The same principles apply for non-client contacts and colleagues, as well as others. Relationship- and trust-building is an art of business development that pays numerous dividends.
Your turn: What have you noticed that’s allowed you to develop trust with others? Are there professional relationships that might benefit from additional attention? This is the perfect time to lay your relationship business development plans as we move toward the close of Q3.
