The Real Thing

A lot of people say that people don't just buy things, they buy connection. For this reason, it's important to remember that people choose to do business with other people, not just corporations. The most important parts of this choice are the feelings and beliefs that customers use to make purchases [1,2,3]. They're basically taking a chance by trusting and thinking that the salesperson is real and will help them through the buying process [1,4].

Being honest and interested are not only good qualities, they are also required. These traits help salespeople connect with customers on a deeper level, turning simple transactions into meaningful exchanges [1,5]. The best discoveries happen when curiosity and sincerity work together [6]. Iterative relationship development ensures that needs are continually understood, refined, and met, a process analogous to patient-centred care models in medicine [4,7]. Over the last 15 years of selling Niche services, I have noticed that every time you talk to a customer, you have a chance to learn more about what makes them decide what they want and why—an observation consistent with evidence on relational decision-making [1,2].

A key part of a good sales plan is for the salesperson to genuinely care about the customer. It's not enough to just know what the customer wants; you need to connect on what's important to both of you. Real conversations like these are central to trust formation, which is the foundation of effective therapeutic and professional relationships [4,8]. Customers are more likely to commit when they feel recognised and valued as people, rather than treated as transactional endpoints [1,4].

One thing that stays the same during the sales process is uncertainty. This uncertainty is what makes strong relationships possible, as trust is most relevant when outcomes are not guaranteed [9,10]. Decisions do not always lead to the intended outcomes, but an unfavourable result does not necessarily represent failure; it can create opportunities for adaptation and learning [11]. For customers to trust you as a guide, you must be prepared to support them through unforeseen developments, similar to shared decision-making models in healthcare [12,13]. Deep understanding and qualification of the customer remain critical to navigating uncertainty effectively [4,12].

Making choices in the sales process resembles principles from decision science and game theory, where participants operate with incomplete information and probabilistic outcomes [14,15]. As in poker rather than chess, decisions involve informed judgement under uncertainty rather than perfect foresight [14]. Transparency and honesty about uncertainty increase trust and facilitate shared risk-taking, a phenomenon well documented in clinical risk communication [10,12]. Customers make commitments based on what they believe to be credible and trustworthy information, and openness about potential risks and mitigation strategies significantly influences decision-making [10,13].

When a sale does not proceed, two behaviours are critical to maintaining trustworthiness. Adopting a defensive stance focused on assigning blame represents a missed opportunity for learning and improvement [11,16]. Reflective practice—examining preparedness, understanding of needs, and available options—is essential for learning from both success and failure [11]. Similarly, attributing success solely to innate skill rather than contextual and team-based factors limits organisational learning [16]. A comprehensive, systems-level review of performance enhances trust internally and externally. Knowing when to involve the appropriate expert at the appropriate time mirrors best practices in multidisciplinary healthcare delivery [17].

Managing complaints is an important part of the sales process. Whether addressing unreasonable demands, misaligned expectations, or breakdowns in collaboration, honesty remains essential. There is a fine balance between persuasion, negotiation, and the informed decision to disengage. Authenticity can alter negotiation dynamics by signalling credibility and integrity, prompting reconsideration of positions and fostering more constructive outcomes [14,15].

The power of sincerity in sales cannot be overstated. It is the element that transforms transactions into enduring relationships. Trust, once established, extends beyond individual products or services and clearly influences long-term loyalty and satisfaction. Authenticity supports not only successful outcomes but sustainable professional relationships based on mutual respect and transparent communication [1,8]. In an environment where customers have increasing access to information and alternatives, the genuine human connection remains a critical determinant of trust and decision-making.

References

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17. Reeves S, Lewin S, Espin S, Zwarenstein M. Interprofessional Teamwork for Health and Social Care. Oxford: Wiley-Blackwell; 2010.